Destination Management Plan 2021-2030

BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

PB BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 1 First published June 2020 by Ballina Shire Council, 40 Cherry Street, Ballina NSW 2478.

DISCLAIMER

The information contained in this report is intended only to inform and should not be relied upon for future investment or other decisions. It is expected that any investment decisions made using these specific recommendations will be fully analysed and appropriate due diligence undertaken.

In the course of our preparation of the 2021-2030 Ballina Coast and Hinterland Destination Management Plan, recommendations have been made using information and assumptions provided by many sources and from the methodology adopted for this Plan. The authors accept no responsibility or liability for any errors, omissions or resultant consequences including any loss or damage arising from reliance on the information contained in this report.

0202 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT TABLE OF PLAN 2021-2030 CONTENTS

EXECUTIVE SUMMARY 6

INTRODUCTION 08

DESTINATION ANALYSIS 11 destination footprint stakeholders data and documents assets and market position infrastructure communication channels unique selling proposition key imagery and footage demand from source markets and consumer segments growth potential

DESTINATION DIRECTION 43 focus vision mission aim and objectives

DESTINATION REQUIREMENTS 66 human resources financial resources key risks

MONITORING 69

REFERENCES 69

DESTINATION MANAGEMENT PLAN 0303 Brisbane

QUEENSLAND Gold Coast Tweed Heads

Byron Bay Lismore BALLINA

Grafton

Coffs Harbour NEW SOUTH WALES

Port Macquarie

Taree

Newcastle

Sydney 0404 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 05 BALLINABALLINA COAST&COAST& HINTERLANDHINTERLAND DESTINATIONDESTINATION MANAGEMENTMANAGEMENT PLANPLAN 2021-2030 2021-2030 BACKGROUND

PHILOSOPHY

PURPOSE Ballina Shire Council has prepared this Destination The purpose of this plan is to: Management Plan (DMP) following guidelines set out in Australian and NSW Government’s best practice guides. • Provide vision and strategic direction For NSW Government grant funding and investment, the for the future of the Ballina Coast and Government is interested in the most compelling business Hinterland visitor economy cases that are going to deliver on the NSW Government’s goal of increasing overnight visitor expenditure. • Enable industry stakeholders to This DMP is the next phase of destination development demonstrate strategic alignment in their and builds on the strengths of the 2014 - 2020 Ballina business plan and grant applications Coast & Hinterland Destination Management Plan (2014 • Enhance and maintain the community’s DMP). Actions within the 2014 DMP are now either shared values complete or those that required resourcing to be complete, have been put forward again to be resourced and actioned. • Enhance Ballina Coast and Hinterland’s The overall objective of the 2014 DMP was to double Unique Selling Proposition (USP) overnight visitor expenditure to $300 million by 2020. For the 2018 calendar year, visitors to the destination spent a total of $311 million.

The visitor economy is an important economic driver, generating jobs and contributing vibrant lifestyle benefits to our local community. For this reason, the visitor economy needs to be considered in the broader context of regional development and ensure it is recognised for its contribution and economic value to the region.

The visitor economy is heavily intertwined with other forms of regional development, such as place making or economic development. The strong platform on which to strengthen the destination’s visitor economy, due to all the current and previous efforts, is acknowledged and appreciated.

04 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 05 EXECUTIVE SUMMARY PRIORITIES

ANALYSIS

The Ballina Coast and Hinterland is located STRENGTHEN COORDINATION on the North Coast of New South Wales, OF DESTINATION MANAGEMENT 230 kilometres south of Brisbane. The Shire includes the towns and villages of Ballina (main township), Alstonville, Wollongbar, Wardell and Lennox Head, and a number of hamlets and localities. RAISE THE PROFILE OF THE DESTINATION The Ballina Coast and Hinterland’s unique selling AND ITS EXPERIENCES proposition is a combination of its accessible family friendly recreational and cultural activities supported by its geography, natural assets and subtropical climate that collectively enable a

safe atmosphere and scenic visual environment. ENCOURAGE INVESTMENT INTO RECREATIONAL ASSETS, Ballina Shire Council has undertaken a lot of PRODUCT DEVELOPMENT AND ACCESS IMPROVEMENTS work over the previous decades to consult with community members to determine community values; and to preserve and enhance features

of the built environment that make our area so Now it is time to look to 2030 and implement desirable to not only visit, but to also live and actions that will achieve the objective of attracting invest in. $450 million per annum to the destination while keeping actions aligned to community values. In 2018, the 816,000 visitors to the destination The strategy is to gain greater share of mid-week were made up of 57% day-trippers, 41% overnight visitation. This will be achieved through: domestic overnight visitors and 1.7% international visitors. The majority of day- Market penetration of existing target audiences of the Experiential Travellers, trippers are from South East Queensland and Visiting Friends and Relatives and Families Regional NSW and travelled to the area by (VFR) private vehicle. Product development to create additional Domestic visitor arrivals have fluctuated over the experiences that encourage visitor dispersal, past decade. In 2018, the destination attracted retain visitors in the area for longer and has 802,000 domestic visitors. The average length them coming back sooner of stay for an overnight domestic visitor is Market development to facilitate business between 3 and 4 nights. A need exists to even events, sporting groups and accessible the demand peaks and troughs, to encourage tourism customer segments. greater mid-week visitation where capacity remains under-utilised.

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The destination offers a variety of scenic nature-based coastal attractions that are complemented by activity-based family attractions, hard and soft recreational and cultural products and hinterland village and rural farming landscapes. As our population increases, the qualities that make our destination special, such as our productive farmland and our natural environment, will need to be preserved.

The Ballina Coast and Hinterland has long been viewed as a naturally beautiful, quiet, relaxing family oriented holiday area and attractive retirement location. However locals no longer view Ballina as strictly a retirement area and the Visitor Economy Product Audit confirmed the destination offers food, nature- based tourism attractions, arts, cultural and beach lifestyle experiences. Affordable accommodation, a good public domain and local infrastructure along with ease of access are also key assets of the destination allowing it to become a holiday and business events destination with broad appeal.

The Visitor Economy Product Audit identified gaps in experiences as hinterland-based activities such as visiting a producer; assets to immerse people in the hinterland such as shared paths and cycleways or waterfall site embellishment; festivals and events; and more hosted authentic experiences that fit the character of the destination. Over supply of dated motel accommodation in Ballina that is indistinguishable to the consumer presents an opportunity for operators to invest in their business to revitalise and offer a unique experience to the visitor.

Access to the Ballina Coast and Hinterland has been improved through major road upgrades and growth in air-traffic to the Ballina Byron Gateway Airport in recent years. The destination appeal in the domestic and international markets is unlikely to change significantly without additional substantive investment in key transport infrastructure. Road network investments and a marina are part of Council’s long-term plan and rely heavily on the NSW Government’s financial contribution and access to land.

REQUIREMENTS

Ballina Shire Council employs Visitor Services staff to oversee destination management and operate the Ballina Visitor Information Centre and associated visitor services and volunteer programs on behalf of the destination. However staffing levels within Council are not sufficient to assume full responsibility to carry forward each and every action listed in this DMP. In-kind and financial support from stakeholders and community interest groups needs to be contributed to carry the destination’s tourism agenda forward.

Financially, in order to carry this plan forward, a number of revenue streams have been identified to enable the implementation of actions. Not all identified actions are the responsibility of Council therefore private investment is required. This DMP is available for industry stakeholders to demonstrate strategic alignment in their own business plans for grant funding applications.

A range of risks have been identified, including internal and external factors that could impact on the delivery of the overall goal, being to triple overnight visitor expenditure to the Ballina Coast and Hinterland (from $149 million in 2009 aligned to the NSW Government objective) to $450 million by 2030. A number of strategies have been outlined to mitigate these factors.

06 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 07 INTRODUCTION

The visitor economy is an important economic driver, ensure the visitor economy improves liveability for current generating jobs and contributing vibrant lifestyle benefits and future residents. The term recreational assets has to our local community. For this reason, the visitor been used throughout this DMP with the intent to define economy needs to be considered in the broader context built-assets that improve one’s recreational time. of regional development and ensure it is recognised for Customer segmentation, crisis and risk management, its overall contribution and economic value to the region. climate change adaptation, communications, as well In the 2018/19 year visitors contributed $245.3 million as opportunities for jobs must all be considered and to the Ballina Shire local economy equating to 11.7% of managed. The role of our local government in the visitor the Shire’s Gross Regional Product. The visitor economy economy is to support, facilitate, advocate and assist accounted for 549 full time equivalent direct jobs and an with capacity building for the sector to be sustainable and additional 417 indirect full time jobs (NIEIR, 2020). operate in harmony with the community’s values. New residents and investments are closely linked to a This DMP continues to build on the strong foundations destination’s tourism story, most often through a direct council has built over decades of work already visit where the positive visitor experience translates into implemented or planned for implementation. Specific a positive connection with the destination and further examples of tangible assets are available in sections Key interest to relocate to the region. Therefore destination Data and Documents (pg 14), Key Assets and Market management is everyone’s business and through a Position (pg 16) and Key Infrastructure (pg 18). holistic process, Ballina Shire Council can continue to

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The Ballina Coast and Hinterland Destination Management Plan forms part of the NSW Office of Local Government’s Integrated Planning and Reporting Framework.

There is a number of key elements in the framework including reporting requirements. The diagram below illustrates where the DMP fits in the overall framework and how our plans interrelate.

Other State Plans NSW Government Relevant Regional and Strategies Premier’s Priorities Plans

COMMUNITY STRATEGIC PLAN 10+ YEAR FOCUS

OTHER STRATEGIC PLANS (EXAMPLES)

Destination BBGA Economic RESOURCING Development COMMUNITY Ballina2035 Management Cultural Plan Development STRATEGY Plan Strategy Strategy ENGAGEMENT • Long Term Financial Planning • Workforce DELIVERY Management PROGRAM Planning 4 YEAR FOCUS • Asset Management Planning OPERATIONAL PLAN 1 YEAR FOCUS

Perpetual monitoring and review

ANNUAL REPORT

08 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 09 PURPOSE

PURPOSE OF THE DMP also undertaken for the items referred to in Table 2.1 to gain a broader context of existing plans for regional The specific purpose of this document is to: development. Provide vision and strategic direction for the future of The 2019 Product Audit identified 351 visitor products the Ballina Coast and Hinterland visitor economy and services that support a visitors stay in destination. Enable industry stakeholders to demonstrate strategic It should be noted that while there were 562 visitor alignment in their business plan and grant applications economy operators recorded in the Tourism Research Enhance and maintain the community’s shared values Australia 2018 Ballina LGA Profile, the 351 products listed Enhance Ballina Coast and Hinterland’s Unique Selling in the Product Audit do not include takeaway stores, Proposition (USP) accommodation properties without council consent, road side stalls and other businesses with predominately local Ballina Shire Council has prepared this DMP, following customers. The product audit list does however include guidelines set out in the Australia Government’s Guide to churches, supermarkets, galleries and other infrastructure Best Practice Destination Management and Destination which is not considered a tourism operator however NSW’s Destination Management Template. are important for recognising gaps in the visitor service Now in 2020 it is timely to look to 2030 and implement needs. actions that will achieve the objective of attracting Key gaps in the 2019 product audit are identified as: investment to the destination by 2030 while keeping modifications aligned to community values. For A signature festival/event NSW Government grant funding and investment, Indigenous led experiences the Government is interested in the most compelling Nature-based experiences business case(s) that are going to deliver on the NSW Group transport services Government’s goal of increasing overnight visitor expenditure. Agri-tourism experiences A corporate venue to cater for over 500 seated pax This DMP is the next phase of destination development and builds on the strengths of the 2014-2020 Ballina Hinterland based self-contained accommodation Coast & Hinterland Destination Management Plan Wet weather attractions (2014 DMP). Actions within the 2014 DMP are now either complete or those that required resourcing to be CURRENT CLIMATE complete, have been put forward again to be resourced and actioned. The overall objective of the 2014 DMP was It will be vital to conduct annual product audits to double overnight visitor expenditure by 2020. For the commencing in Q2 of 2020 during the recovery phase 2018 calendar year visitors to the destination spent a total from the bushfires and COVID-19 as these dual crises had of $311 million. devastating impacts for overnight visitation. A comparison of visitor products and services should be analysed for The process of drafting this edition of the DMP new gaps as a result of businesses not surviving the commenced with a product audit to review the crises. composition, size and extent of the destination’s visitor economy. Findings from this audit are referred It should be noted that whilst Ballina Shire Council to throughout this DMP; and a table summarising the has initiated the process of developing a Ballina collection of visitor economy assets is included as Coast and Hinterland DMP, implementation of specific Attachment A. Visitor economy industry consultation took recommendations as a result of this DMP may or may not place in November 2018 and further specific consultation rest with Ballina Shire Council. Many issues are outside occurred from February 2020 through until April 2020. of the control of local government. The NSW Government A review of existing strategic plans and documents was and visitor economy operators also have a role to play in

10 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 11 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030 DESTINATION ANALYSIS

managing the visitor economy.

Section two of this report the Destination Analysis, examines the attributes and framework of the Ballina Coast and Hinterland destination. This section provides context as to how the author arrived at the specific actions within section three of this DMP.

DESTINATION FOOTPRINT

The Ballina Coast and Hinterland is located on the North Coast of New South Wales, one of the fastest growing regions in Australia. The destination is located 230 kilometres south of Brisbane and is bordered by the Local Government Areas (LGA) of Byron to the north, Richmond Valley to the south, and Lismore City to the west.

Ballina Shire Council is aware that visitors do not see LGA boundaries, and it could reasonably be assumed that the destination’s footprint may include components of at least two other LGAs including Byron Shire and Lismore City. For the purposes of this DMP, Ballina Shire LGA is the destination and is referred to as Ballina Coast and Hinterland throughout this plan and also for visitation purposes.

The Shire includes the towns and villages of Ballina (being the main township), Alstonville, Wollongbar, Wardell and Lennox Head, and a number of hamlets and localities (see map on next page). While the region is experiencing an outflow of younger persons to metropolitan areas, there is a net-migration to the area with an inflow of older migrants and families seeking a coastal lifestyle.

10 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 11 DESTINATION ANALYSIS

KEY STAKEHOLDERS Business Chamber NSW; Regional Development Australia; Destination North Coast; Ballina Byron Tourism is a multi-faceted industry that embraces a wide Gateway Airport; and Ballina Shire Council. variety of public and private sector stakeholders. Data based on a four-year aggregated average from 2015 to A 2019 Southern Cross University study of 161 2018 shows that the Ballina Coast and Hinterland had residents titled Study of resident perceptions of 562 businesses within the visitor economy Of these short-term holiday letting was undertaken businesses 236 were sole traders; 294 businesses Feedback from two facilitated industry workshops in employed less than 19 employees; and 27 organisations November 2018 comprising of 36 stakeholders was employed 20 or more employees (Tourism Research analysed for inclusion in this DMP. Both workshops Australia, 2018) were facilitated by Dr. R. Derrett and Dr. J. Mackellar.

Broad stakeholder and community consultation in The November 2018 Micromex Community the preparation of this DMP helps reflect community Satisfaction Survey result was analysed for inclusion aspirations, increases local ownership of the Plan and in this DMP is instrumental in building partnerships to carry the Plan Further community consultations were cancelled due forward to implementation. A number of actions were to COVID-19 restrictions undertaken to engage a wide range of stakeholders in the development of this DMP including the following: The draft DMP was peer reviewed by Destination NSW, Destination North Coast and Southern Cross A survey of 104 visitor economy stakeholders was University (Dr. Kay Dimmock and Professor Betty conducted over a 10-week period from 7 February Weiler, June 2020). Their comments were considered, to 16 April 2020. A copy of the survey instrument and where appropriate, included in the document. is included as Attachment B. Advertisements for the survey were made in industry news articles, The table below identifies the number of responses from Community Connect, within the Ballina Visitor stakeholders in specific sectors of Ballina Coast and Information Centre and via media releases. Hinterland’s visitor economy.

Thirteen one-to-one meetings with industry experts were conducted comprising of staff from Regional NSW Regions, Industry, Agriculture and Resources;

NUMBER OF SURVEY RESPONSES FROM EACH SECTOR WITHIN BALLINA COAST AND HINTERLAND VISITOR ECONOMY

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BALLINA COAST AND HINTERLAND

Byron Shire Council

SEVEN MILE Lismore BEACH City Council

LENNOX HEAD

BOULDER BEACH

SKENNARS HEAD

SHARPES BEACH

FLAT ROCK

ANGELS BEACH

BLACK HEAD SHELLY BEACH

LIGHTHOUSE BEACH

SOUTH BALLINA BEACH

PATCHS BEACH

Lismore City Council

Source NSW Spatial Services 2020. Richmond Valley This map is illustrative and not to scale. Council 12 13 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 13 DESTINATION ANALYSIS CONT.

KEY DATA AND DOCUMENTS

A range of national, regional and local policy, planning and promotional documentation was reviewed in the preparation of this DMP, as listed in the table below. The visitor economy is heavily intertwined with other forms of regional development such as place making and economic development. The strong platform on which to strengthen the destination’s visitor economy, due to all the current and previous efforts is acknowledged.

KEY BACKGROUND DOCUMENTATION

ORGANISATION STRATEGIES / PLANS / RESEARCH

BALLINA SHIRE COUNCIL Results of Ballina Coast & Hinterland Destination Management Plan Consultation Survey (2020) Visitor Economy Industry Stakeholder Consultation (2018) Results of Ballina Visitor Centre Satisfaction Surveys (2019-2020) Ballina Visitor Information Centre Visitation Data Ballina Visitor Information Centre Operational Task list (2020) Ballina Coast and Hinterland Destination Fact Sheet for Event Organisers In house accommodation, attraction and activity brochures 2019 Ballina Coast & Hinterland Product Audit Destination website discoverballina.com.au Airport Masterplan 2030 draft (2019) Community Strategic Plan (2017-2027) 20/21-23/24 Draft Delivery Program and 20/21 Operational Plan 20/21 – 29/30 Draft Long Term Financial Plan Ballina Major Regional Centre Strategy 2035 (2016) Community Satisfaction Survey Results 2019 Ballina Local Environmental Plan (2012) Ballina Local Strategic Planning Statement exhibited version (2020) Ballina Shire Growth Management Strategy (2012) 2014-2020 Ballina Destination Management Plan (2013) 2020/2021 Fees & Charges 20/21 Draft Workforce Management Plan Ballina Shire Economic Development Strategy (2018) Lennox Head Town Centre Community Insights Report (2019) PX Assessment Ballina Street Lennox Head (2019) Killen Falls and Tosha Falls Plan of Management Implantation Status (2019) Wardell Strategic Plan 2015- 2035 (2016) Alstonville Strategic Plan 2017 -2037 (2018) Wollongbar Strategic Plan 2019-2039 (2019) Ballina Shire Rural Character Statements (2014)

TOURISM RESEARCH Ballina Local Government Area Profiles (years 2000 - 2018). Please note 2018 data is the latest AUSTRALIA available

AUSTRADE Understanding Visitor Regional Dispersal in Australia (2019) Technology Disruptors in Tourism (2019)

DESTINATION NSW Destination Management Planning Fact Sheet (2019) Destination Management Template (2019) NSW Government State-wide Destination Management Plan (2019) NSW Food and Wine Tourism Strategy and Action Plan 2018-2022 (2018) Aboriginal Action Plan 2017-2020 China Tourism Strategy 2012-2020 NSW Regional Conferencing Strategy and Action Plan 2017 – 2021 Visitor Centre Accreditation Manual (2017)

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ORGANISATION STRATEGIES / PLANS / RESEARCH

AURORA RESEARCH Regional Visitor Services Strategy (2012)

DESTINATION NORTH COAST Destination North Coast Destination Management Plan (2018) Study of Short Term Holiday Letting (STHL) on North Coast NSW council areas (2019)

NSW GOVERNMENT Visitor Economy Industry Action Plan 2030 (2018) Transport for NSW Future Transport 2056 Regional NSW Services and Infrastructure Plan (2018) Tourism and Transport Plan (2018) North Coast Regional Plan 2036 Northern Rivers Regional Economic Development Strategy 2018-2022 NSW Small Business Strategy 2020 Discussion Paper (2019) Department of Planning, Industry and Environment Net Zero Plan 2020-2030 (2020)

AUSTRALIAN GOVERNMENT The Guide to Best Practice Destination Management (accessed online 2019) DEPT OF RESOURCES, ENERGY & TOURISM + TOURISM AUSTRALIA

NORTHERN RIVERS Strategic Regional Priorities 2019-2022 JOINT ORGANISATION

A number of information gaps were evident during the development of this DMP.

Firstly, visitor arrivals, length of stay and level of spend data is two years old, and is compiled through a Tourism Research Australia (TRA) aggregate of data from a period four years prior. The 2019 data set is anticipated to be available in August 2020.

Secondly, data profiling the level of visitation to key attractions (both public and privately owned), was not available via any source. In concurrence with the second point, the Visitor Economy Product Audit work undertaken during this Plan’s preparation highlighted the lack of readily available data profiling tourism-related businesses. This gap is especially significant in the informal short term holiday accommodation sector, where a total of 704 properties with unique addresses where identified as being available for short term holiday let (von der Heidt et al., 2020).

Additionally, the DMP would have benefited from Tourism Research Australia’s Destination Profiles however such work is now only completed on a regional basis i.e. North Coast NSW and has not been updated since the 2014-2015 data set was published. This highlights a need to source local or shire based visitation and economic data for decision making.

Furthermore, the sample size of data for targeted sectors such as business events, accessible tourism, Indigenous tourism, agri-tourism, etc. means that publishable data is not available.

BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 15 DESTINATION ANALYSIS CONT.

KEY ASSETS AND MARKET beauty, coastal and hinterland assets, slower paced POSITION atmosphere, idyllic climate, relaxed, friendly and safe atmosphere. Stakeholder consultation strongly As our population increases, the qualities that make our suggested the time is ripe for the Ballina Coast and destination special, such as our productive farmland Hinterland to benefit from a stronger promotional image and our natural environment need to be preserved. The and be able to resonate on its own. Ballina Coast and Hinterland has long been viewed as a naturally beautiful, quiet, relaxing family oriented The area is no longer strictly viewed by locals as a destination close to Byron Bay, one of Australia’s most retirement area and the Visitor Economy Product Audit iconic and popular visitor destinations. Stakeholder (Attachment A) confirmed the destination offers food, responses to the DMP’s survey question, “How would nature-based tourism attractions, arts, cultural and you describe Ballina Shire to friends who have never beach lifestyle experiences. Affordable accommodation, visited?” are depicted below with the largest text good local infrastructure along with ease of access are denoting the most common responses. also key assets of the destination.

The responses suggest stakeholder perceptions are Stakeholders identified gaps in experiences to be consistent with the established view of the destination’s hinterland based activities such as visiting a producer, market position with key assets including its scenic assets to immerse people in the hinterland such

HOW WOULD YOU DESCRIBE BALLINA SHIRE TO FRIENDS WHO HAVE NEVER VISITED?

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as shared paths and cycleways or waterfall site embellishment; festivals and events and more hosted experiences that fit the culture of the destination.

Through marketing Ballina’s unique experiences, visitors should arrive with a list of things to do that are unique to the area, and leave with a strong collection of memories can share with others via word-of-mouth and internet- based recommendations and referrals:

“Oh, you’re going to Ballina? Make sure you……..!”

A visual response to this question is represented below and suggests stakeholder perceptions are consistent with the predominantly outdoor natural appeal of the destination.

OH, YOU’RE GOING TO BALLINA? MAKE SURE YOU...

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BALLINA’S KEY ASSETS

The following table groups the destination’s main assets and describes their appeal to visitors based on visitor experiences that our sought by visitors collected through questions to the visitor services team or internet search terms.

WHAT DESCRIPTION CONSUMER APPEAL

LOCAL Ballina’s coastline and waterways (from rivers to bays The coastline and aquatic activities are great for family, BEACHES, to lakes and beaches) offer plenty of opportunities for sporting, nature-based and recreational consumer WATERWAYS relaxation, recreation and quality family time. markets. The ideal climate allows for extended periods AND AQUATIC of aquatic activities to reconnect and make memories Current activities include swimming, surfing, walking, ACTIVITIES with friends and family. exploring rock pools and fishing. Various commercial operators organise activities such as beach horse riding safaris, surf lessons, scuba diving, wake boarding, stand up paddle boarding, kayaking, kite surfing, river cruising, whale watching adventures. Other aquatic activities include swimming pools, water spray parks and the Ballina Waterslide.

FAMILY Macadamia Castle, Summerland House Farm, Easily accessible and affordable family activities for a ATTRACTIONS Northern Rivers Community Gallery, Ballina Pool day/a few hours, featuring entertainment, educational, and Waterslide, Ten Pin Bowling, Ballina Cinema, unique experiences, retail and food and beverage Ballina Naval and Maritime Museum, skate parks and elements. Allows families to get off the beach in the playgrounds. heat of the day. Some offer wet weather alternatives to going to the beach.

BALLINA’S ICONS Ballina is not only famous for its Big Prawn; it also The Big Prawn standing nine metres high is has a strong naval and maritime history. The Ballina synonymous with Ballina and allows visitors a point to Naval and Maritime Museum offers visitors a taste of take that iconic photo and lends itself to an introduction the past, with the largest collection of model ships in into the fishing industries prevalent in Ballina. Australia, the only remaining raft of the famous Las Balsas Expedition of 1973, a Port of Ballina display, The Ballina Naval and Maritime Museum is an rare and unique shipwreck items and a reciprocating accessible and interesting historical learning steam engine. experience for the whole family. It offers fun activities, hands on displays and educational displays for all markets as well as special-interest markets.

QUAINT The scenic beauty and surrounding townships The windy country roads offer more than just scenery. HINTERLAND throughout the destination allow the visitor to drive and There are stops for fresh locally grown produce, VILLAGES E.G. explore points of interest along Tourist Drive 28. The family attractions, refreshments from one of the cafes ALSTONVILLE drive incorporates walks through remnants of the ‘Big and for a yarn, historic bakery or plantations in the NEWRYBAR Scrub’ rainforest along with visits to local waterfalls. hinterland townships, stroll through nature or a visit to TINTENBAR Explore the boutique stores and grab a quality coffee. art galleries, artist studios and unique shops selling all WARDELL sorts of wares.

FRESH AIR & The Ballina Coast and Hinterland offers many activities The destination offers pristine coast and country, a NATURE-BASED for those who love exploring and enjoying the fantastic climate and a relaxed, safe atmosphere. RECREATION outdoors, including clifftop headland and rainforest These create the perfect setting for those who want to walks, cycle paths, lookouts (whale watching off the escape the crowds and the hassles of everyday life and headland), dolphin-watching, kayaking down the rivers get back to nature. and waterways, kite-surfing and visiting the shire’s parks and nature reserves.

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BALLINA’S KEY ASSETS CONT.

WHAT DESCRIPTION CONSUMER APPEAL

LOCAL EVENTS Local events and festivals include but are not limited From the annual country show to music concerts, to the Country Music Festival, Ballina Food and Wine surfing and skate boarding competitions, art, food and Festival, Love Lennox Festival, Alstonville Craft and wine events, Ballina’s event calendar offers something Garden Fair, Skullcandy Oz Grom Surfing Festival, for everybody, and gives visitors a taste of the local annual agricultural shows, Northern Rivers Harvest community spirit. Food Festival, or one of the region’s many sporting events.

FLIGHT BASED It is possible to view Ballina from a new angle: hang- Flying over the destination offers a memorable ACTIVITIES. GET glide or paraglide off Pat Morton Lookout, Lennox experience for both adventure seekers (hang-gliding A BIRD’S EYE Head or fly over the Shire in a chartered aeroplane, a and paragliding) and those less adventurous (charter- VIEW WW11 warbird or helicopter flight. planes & microlites).

REGIONAL A number of fresh produce, local design, art and craft Visitors have the opportunity to experience the PRODUCE AT markets are held in the Ballina Coast & Hinterland destinations genuine community atmosphere and WEEKEND throughout the year. There is also a range of quality engage with local residents, as well as sampling and MARKETS AND boutique and major retail shopping outlets. purchasing local arts, crafts and produce. LOCAL STORES Additionally attractions such as the Macadamia Castle and Summerland House Farm offer family- oriented activities and opportunities to sample/ purchase locally grown produce such as macadamia nuts, avocados and coffee.

ARTS AND Local artists display their work at the Northern Rivers The region is well-known for being artistic and creative. CRAFTS Community Gallery (NRCG) for viewing and sale. There Visitors to NRCG can enjoy morning tea at the Ballina are a number of small galleries dotted throughout the Gallery Café as well as viewing and purchasing local destination; additionally artists welcome visitors to artwork. It is a great experience to meet the artist and their studios throughout the year on special open day visitors enjoy visiting local galleries are open to the events. public at artists own studios or in a number of galleries in the destination.

DINING & CAFÉS Local cuisine and Ballina’s growing café culture Ballina Shire’s many dining options provide visitors of all includes fresh prawns, fish and chips by the beach, to demographics with a great way to enjoy local produce. multi-cultural dining options and five star dining. There are many local producers that are offering so These experiences provide visitors with insights into many appealing options, innovative cuisine, quality the local culture and customs that connect visitors artisan products, funky cafes and dining venues that to the people, the produce and the place. are all catering to various dietary and health needs.

INDIGENOUS The shared path from Angels Beach to Flat Rock Hearing cultural stories from Indigenous Australians is HISTORY AND interprets some of the local Aboriginal keepers of an immersive experience with wide appeal. Along the CULTURE cultural knowledge crossing Country that is of special Ballina coastline significance for Aboriginal people. Visitors are informed of the Goanna and the Snake cultural story. Today this area is important to Aboriginal people for learning about traditional culture and maintaining a connection to Country.

NAVAL HISTORY Along the Richmond River front between Captain Cook The lifestyle of early setters is diverse from today and AND RIVER Park and the North Wall, nineteen signage panels visitors love to hear the story of how an area came to NETWORK provide historical insights into the history of the area be settled. and explain the significance of the Richmond River in early settlement of the area.

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BALLINA’S KEY ASSETS CONT.

WHAT DESCRIPTION CONSUMER APPEAL

VENUES AND There are a range of private and publicly owned Catering to all budgets the destination offers a range of MISSINGHAM venues for all occasions from informal get togethers, all-weather venues for specific purpose events some PARK to meetings and events in a range of locations. From with exceptional water views. AMPHITHEATRE dry hire to full service any small scale event (under 400 pax) can take place.

For example, a new facility the Ballina Indoor Sports Centre, opened in 2019 offering an indoor sporting venue with sports courts, meeting spaces and retractable seating for 530 people; or the Lennox Cultural Centre offering a theatre for live performances, theatre, bands and large scale community events, with seating for up to 200 people. Missingham Park offers a community event amphitheatre overlooking the Richmond River and adjacent to a skate park and playground KEY INFRASTRUCTURE

As illustrated below the destination’s key tourism-related infrastructure includes the Ballina Byron Gateway Airport, the highways and other roads, the Ballina Visitor Information Centre, and upgrades to the coastal pathway. These products and services support access to and enable visitation to the destination.

Whilst access to Ballina Coast and Hinterland has been improved through major road upgrades and growth in air-traffic to the Ballina Byron Gateway Airport, the destination appeal in the domestic and international markets is unlikely to change significantly without additional substantive investment in key transport infrastructure. Road network investments and a marina are part of Council’s long-term plan and rely heavily on the NSW Government’s financial contribution. Until such projects become a reality, growth will likely be underpinned by the successful branding and positioning of the destination.

BALLINA BYRON GATEWAY AIRPORT

Before Covid-19 BBGA was providing 58 flights a week to Over 533,000 annual three destinations (Newcastle, passengers as at June 2019. Sydney, Melbourne) from four Provides access to the airlines. Now BBGA also offers destination by high value visitor a seasonal direct service to segments. Canberra.

BALLINA BYRON GATEWAY AIRPORT INFORMATION DESK & BROCHURE STAND

A volunteer program managed by staff in the tourism section Encourages visitation and of council, ambassadors meet dispersal throughout Ballina arriving passengers 7 days a Coast & Hinterland. week and inspire visitors to engage in all that is on offer.

20 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 21 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

KEY TOURISM-RELATED INFRASTRUCTURE

HIGHWAY ACCESS

Ballina is directly accessible via the Pacific Highway to the north Majority of visitors (83%) and south and Bruxner Highway arrive by car to the destination. to the west.

BALLINA BP TRAVEL CENTRE & NORTHERN RIVERS DIGITAL VISITOR HUB

Opened in April 2020 at the interchange of the Pacific and Bruxner Highways, the visitor hub offers an interactive information Raises awareness amongst service for the entire region, motorists on the Pacific with 2 large touchscreens, an and Bruxner Highways with immersive waterfall scene where estimated foot traffic of over people can put themselves in 2 million per annum. the picture, a floor to ceiling map and a touchscreen with a kid’s interactive game.

BALLINA VISITOR INFORMATION CENTRE

Provides visitors and Provides booking and information stakeholders with a tangible call service 7 days a week. to action and a place for the tourism story to be shared.

BOATING ACCESS POINTS

Allows access for water-based Multiple access points for a recreation to enjoy the coastal variety of water craft to enter and aquatic assets that appeal and exit the destination’s river to many outdoor enthusiast network. visitors.

20 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 21 DESTINATION ANALYSIS CONT.

COASTAL SHARED PATHWAY

13 kilometres of scenic walk Connects Ballina to Lennox Head and cycle way along coastal via a coastal walk and cycle path. escarpment.

SURF PATROL

Ballina Lighthouse and Lismore Surf Lifesaving Club for beach The beach patrols provide patrols with kiosk, restaurant families with access to the to access food. Lennox Head beach with reassurance of flags Alstonville Surf Lifesaving Club signalling the better place to again with access to a kiosk swim. overlooking the water.

ACCOMMODATION AND HOLIDAY PARKS

Provides options that cater for There are a range of all budgets. It should be noted accommodation options from that there is an over- supply of camping to quality hotels for a dated motel accommodation diverse mix of budgets. that is undistinguished from property to property.

SWIMMING POOLS AND WATER SPRAY PARKS

New facilities at Ballina and Alstonville opened in late 2018; Provides ability to cater for each offering a 50 metre Fina carnivals and events as well as compliant 8-lane pool, a 25 metre a popular activity in calm water pool heated year round and a with kiosk facilities. water spray park. Ballina also offers two waterslides.

PAT MORTON LOOKOUT AND NATIONAL SURFING RESERVE

Lennox Point has magnificent views to the Cape Byron Lighthouse on a clear day. It also Lennox Point has been identified has views over the township of as a top ten surfing spot in Lennox Head and the surf break, Australia and is a dedicated Lennox Point. Easy access National Surfing Reserve. supported by two carparks and a share path.

22 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 23 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

KEY TOURISM-RELATED INFRASTRUCTURE CONT.

Consultation addressed what built assets respondents thought are required to further develop the visitor economy. The top six themes were: 1. More visitor experiences (in general) 2. Improved public transport network 3. Expand the Ballina Byron Gateway Airport services 4. Improve the range of experiences along the foreshore 5. Expand the range of venues 6. A mix of other actions Stakeholder consultations and the Visitor Economy Product Audit also suggested the destination has a number of asset gaps, in terms of: interpretation of many Indigenous resources; a signature festival/event; a marina; a dedicated business events facility; alternative family attractions including wet weather options; more accommodation options; and increased commitment to expanding a night time dining scene in Ballina. It is recognised that Ballina Shire Council has some ownership on the above mentioned product gaps list. There are however a number of product asset gaps that require solutions from the private sector or from state government departments. For example, Council provides funding for festivals and events however will not operate a festival/event, instead enabling community led festivals and events.

22 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 23 DESTINATION ANALYSIS CONT. ;

KEY COMMUNICATION CHANNELS

From the Key Communications Channels table below the reach suggests that social media marketing is the most cost effective method of communicating with visitors through each stage of the visitor journey.

The table outlines the destination’s range of communication mediums to engage with a visitor. It is acknowledged the bulk of the mediums enable engagement once a visitor has arrived in the destination. For example, when the customer engagement model e.g. dreaming, planning, booking, experiencing is considered a high proportion of communication channels are used once the visitor is in the destination, as opposed to in source market to capture their interest.

Looking at the range of mediums, for those visitors considering a potential visit (based in source market) the visitor would firstly have to already have the destination in mind (through for example a previous visit or word of mouth promotion) to connect with one of our communication channels. It is acknowledged there is a limit to the number of times resources can be invested to promote the destination in key source markets. Targeted digital campaigns are generally activated when grant funding is secured, which typically occurs only in response to emergency recovery with the aim to bolster demand back into regional NSW.

KEY COMMUNICATION CHANNELS

VISITOR COVERAGE REACH ENGAGEMENT ADVANTAGES DISADVANTAGES STAGE

DESTINATION WEBSITE discoverballina.com.au

Tourism products available in one location 95% of 82,407 Source market for cross selling. Cost Maintaining ranking on approved visitor visitors and in destination effective platform, easy to Google searches due to experiences 2018/2019 experiencing update and keep current, competitiveness showcased at BP Travel Centre

SOCIAL MEDIA Facebook: BallinaCoast&Hinterland; Instagram: discoverballina & northernrivers_nsw

Followers: Efficient way to Constantly changing the 4525 Source market communicate, cost platform so need to keep 40% of assets facebook and in destination effective, quick messaging, up to date with new 3510 experiencing can target ideal visitor strategies Instagram

BALLINA VISITOR INFORMATION CENTRE

Face to face Services Resource intensive, only 95% of Typically in communication, opportunity 43,000 a small proportion of our approved visitor destination to tell a story, up-sell, enquires per target audience walk experiences experiencing motivate and visitor annum through the door dispersal, conversion

24 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 25 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

;

KEY COMMUNICATION CHANNELS CONT.

VISITOR COVERAGE REACH ENGAGEMENT ADVANTAGES DISADVANTAGES STAGE

VISITOR GUIDE

Raises brand awareness, Print 50,000 Static content, outdates Source market industry collaboration, in distribution quickly, expensive, time 30% of assets and in destination material that can approximately consuming to design and experiencing be stocked in other 12-18 months copy write destinations

COMMUNITY CONNECT (COUNCIL NEWSLETTER)

Quarterly magazine Cost effective for targeting delivered In destination locals and promoting Static content, outdates 20% of assets to a high experiencing tourism initiatives and quickly proportion of events households in shire

DESTINATION BLOG Ballina Byron Life

Pushed Time/resource hungry, through social Source market Efficient way to needs regular posts, 20% of assets media and and in destination communicate, current trend doesn’t tie in with BC&H destination experiencing branding website

BALLINA BYRON GATEWAY AIRPORT AMBASSADORS (VOLUNTEERS)

Cost effective as Serviced over Lack of knowledge, 95% of ambassadors are 7,300 arrivals In destination volunteers not turning approved visitor volunteers, face to face enquiries in experiencing up to shift, can be time experiences communication, motivate 2019 intensive to manage and visitor dispersal

BP TRAVEL CENTRE NORTHERN RIVERS DIGITAL VISITOR HUB

Expecting Raises awareness and 95% of Resource heavy and foot traffic of In destination engages visitors who may approved visitor expensive to replace over 2 million experiencing not of thought about visiting experiences displays per annum the destination

PROMOTIONAL VIDEO (nature focussed)

Visually appealing, can be Various Source market used by industry operators Expensive to produce 30% of assets marketing and in destination to apply for events and video footage campaigns experiencing conferences

24 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 25 DESTINATION ANALYSIS CONT. ;

UNIQUE SELLING PROPOSITION

The Ballina Coast and Hinterland’s unique selling The destination’s competitive edge in these markets is proposition is a combination of its accessible family centred around the destination’s unspoiled landscapes, friendly recreational and cultural activities supported by welcoming and safe family-oriented towns and villages, its geography, natural assets and subtropical climate affordability, accessibility, product diversity, and ideal that collectively enable a safe atmosphere and scenic year round climate. By focusing upon these assets and visual environment. Ballina Shire Council has undertaken market strengths, the aim is to: a lot of work over the previous decades to consult with (a) highlight Ballina Coast and Hinterland’s unique community to determine community values and to experiences and points of interest to targeted preserve and enhance features of the built environment markets; that make our area so desirable to not only visit but to live and invest in. To build on these strengths, looking (b) ensure the destination is positioned alongside its ahead investment for private and/or public sector is competitors with its own unique appeal. needed to:

Build the destinations range of festivals, recreational events, community-markets, etc.

Renew and upgrade experiences to ensure they . maintain their market position as high-quality, value for money attractions

Further develop the product base of visitor experiences for example through guided tours, interpretation or hosted offerings

Collaborate on promoting the destination’s experiences.

The table on the following page highlights the destination’s unique and distinguishing factors.

26 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 27 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

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FEATURES OF THE BALLINA COAST & HINTERLAND

TARGET POINT OF DIFFERENCE MARKET HOW WE PROMOTE IT

Destination name, imagery on all communications. Scenic drives incorporating both landscape Families GREAT ACCESS TO THE COAST features. AND HINTERLAND Business Events 1 Itineraries developed and promoted through the destination website.

SAFE AND NATURAL Destination name, imagery on all communications. Families ENVIRONMENT WITH AN Supporting and promoting recreational events. Sporting ABUNDANCE OF OPEN Social media Conference & SPACE FOR HARD AND SOFT Destination website 2 Events RECREATION AND ADVENTURE Digital Visitor Hub Accessible PURSUITS Ballina Byron Gateway Airport

Visitor guide CLIMATE All markets 3 Destination website

Destination website FLAT AND ACCESSIBLE TERRAIN All markets 4 Brochures specific to shared paths and cycleways

FREE INFORMATION AND Communicated through Visitor guide,website, BOOKING SERVICES FOR 5 ACCOMMODATION, TOURS AND All markets social media, local operators, Ballina Byron UNIQUE EXPERIENCES Gateway Airport and Digital Visitor Hub

Retail store at the Ballina Visitor Information SELL LOCALLY MADE PRODUCTS Centre. DISTINCTIVE TO THE REGION Promoted through tourism publications and social All markets 6 (EG COFFEE, MACADAMIA NUTS, media. HONEY) Supporting and promoting local markets and festivals.

Visitor Guide Business Events Destination website Accessible BP Ballina Travel Centre HISTORY AND HERITAGE Health and Interpretive signage projects 7 Wellbeing Local knowledge owners/holders provide promotion

COUNCIL’S CONTINUED LONG Community Connect TERM INVESTMENT TO THE Ballina Visitor Information Centre All markets 8 TOURISM INDUSTRY AND Ballina Shire Council owned websites VISITOR ECONOMY Visitor Guide

Use of imagery on all communications. VALUE FOR MONEY DESTINATION Use of value for money captions. Promote offers through the destination website and WHEN COMPARED TO BYRON All markets 9 social media. BAY Destination Fact Sheet discoverballina.com.au

26 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 27 DESTINATION ANALYSIS CONT.

BALLINA CLIMATIC DATA to are not fully embraced. For example: activities that may suit the conferencing market, accessible attractions, The destination enjoys a subtropical climate that is sporting facilities, etc. It is also important to keep the perfect for a coastal lifestyle all year round mild with images current with images taken as new attractions and winters and balmy summer temperatures. For example infrastructure is completed. high temperatures range from a mean of around 19 in the winter to 28 in the summer; lows range from a mean Council has also produced a four-minute video (with of 12 in the winter to 21 in the summer. Mean rainfall is shorter social media versions available) to showcase relatively high compared to other NSW destinations such the natural beauty of the region and promote its key as inland regions, varying from 66 mm in September to assets, coast to hinterland, range of things to see and over 200mm in March. do, strong food culture, friendly locals, seafood industry, natural environment, proximity to nature, rainforest and KEY IMAGERY AND FOOTAGE waterfalls. The video specifically targets nature loving young families and also couples over 40. Some funds have been allocated over the years to undertake photo shoots and filming of Ballina Coast In addition, there are two x 1 minute videos that have and Hinterland key assets over a number of years. been produced to attract target markets that are suitable These high-resolution images highlight some of the for social media in the reopening of businesses during destination’s “must do” experiences. The images are COVID-19. used in marketing material such as the official visitor The November 2018 stakeholder consultations guide, destination website and community connect confirmed Ballina Coast and Hinterland tourism publication. An image gallery has also been set up on industry’s desire for Ballina Shire Council to set short the digital operator industry notice board to provide local and medium-term marketing goals, collaborate in operators with professional assets to assist promoting promotional activities, and investigate funding options to the destination’s unique and distinguishing products and finance the marketing potential. It was determined that services. rather than suggest we are on Byron Bay’s doorstep that

There are however gaps in this imagery as the diversity Ballina position itself as a breath of fresh air and a place of key experiences and the niche markets they appeal you can get lost in the moment away from the crowds of Byron Bay or city life.

28 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 29 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

DEMAND FROM KEY SOURCE MARKETS AND CONSUMER AVERAGE SPEND PER VISITOR SEGMENTS

The visitor economy is an important economic driver, Ballina Coast & Hinterland Day Trippers generating jobs and contributing vibrant lifestyle benefits $88 to our local community. Year on year the percentage of the tourism industry’s contribution in Ballina’s Gross Regional

Product fluctuates between 11-13%. For the year ending Ballina Coast & Hinterland 2018, visitors contributed $275 million to the Ballina Shire Domestic Overnight Visitors $664 local economy. In this same period the visitor economy accounted for 549 full time equivalent direct jobs and an additional 417 indirect full time jobs (NIEIR, 2020). Ballina Coast & Hinterland International $658 As shown adjacent, domestic overnight visitors are the highest yielding for the destination. When investing resources to communicate with visitors the highest return on investment Source: Tourism Research Australia would typically be from a domestic overnight visitor.

VISITOR SPEND ($AUD) 2013-2018

Source: Tourism Research Australia

$300,000,000

$250,000,000

$200,000,000

$150,000,000

$100,000,000

$50,000,000

0 2013 2014 2015 2016 2017 2018

Domestic Day Domestic Overnight International

500,000

BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 28 400,000 29

300,000

200,000

100,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip 14

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight

1,200,000

international overnight visitors 1,000,000

day-trippers 800,000

domestic overnight visitors 600,000

400,000

200,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

International Domestic Overnight

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Holiday VFR Business All other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned

$2,000

$1,500

$1,000

$500

0 2012 2013 2014 2015 2016 2017 2018

Private Vehicle (inc company car & rental car)

800,000

700,000 National Parks/ Bushwalking 600,000

Sightseeing 500,000 Markets/ 400,000 Shopping

300,000 Beach

200,000 VFR 100,000 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

$500,000,000

National Parks/ $400,000,000 Bushwalking

Sightseeing $300,000,000 Markets/ Shopping

$200,000,000 Beach

$100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DESTINATION ANALYSIS CONT.

VISITORS TO THE BALLINA COAST & AVERAGE SPEND PER NIGHT HINTERLAND Ballina Coast & Hinterland Domestic visitor arrivals to Ballina Coast and Hinterland Domestic Overnight Visitors $190 have fluctuated over the last decade, with highs in 2000, Ballina Coast & Hinterland 2004 and 2010, 2016, 2017 and 2018 and lows in 2005 International $71 and 2009. International visitor arrivals remain stable over the same period, albeit in much lower numbers. North Coast NSW Domestic Overnight Visitors $147 At the time of writing, anecdotal evidence suggests international arrivals will see a downturn during 2020 and North Coast NSW 2021 due to state and international border closures as a International $57 result$300,000,000 of COVID-19. NSW To compare the neighbouring destination, Byron Shire Domestic Overnight Visitors $196 $250,000,000 received 1,865,500 domestic and 205,000 international NSW visitors in 2018 vs. the 802, 000 domestic visitors and International $111 14,$200,000,000 000 overnight visitors to the Ballina Coast and Hinterland in that same period. This suggests the Source: Tourism Research Australia market position of Byron has strong market appeal and $150,000,000 attracts many visitors to experience Byron culture.

$100,000,000

VISITOR$50,000,000 NUMBERS TO BALLINA COAST & HINTERLAND 1999-2018 0 Source: Tourism Research2013 Australia2014 2015 2016 2017 2018

Domestic Day Domestic Overnight International

500,000

400,000

300,000

200,000

100,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip

14Note well: Domestic Day Trip data only available from 2011 onwards

12 30 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 31 10

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight

1,200,000

international overnight visitors 1,000,000

day-trippers 800,000

domestic overnight visitors 600,000

400,000

200,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

International Domestic Overnight

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Holiday VFR Business All other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned

$2,000

$1,500

$1,000

$500

0 2012 2013 2014 2015 2016 2017 2018

Private Vehicle (inc company car & rental car)

800,000

700,000 National Parks/ Bushwalking 600,000

Sightseeing 500,000 Markets/ 400,000 Shopping

300,000 Beach

200,000 VFR 100,000 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

$500,000,000

National Parks/ $400,000,000 Bushwalking

Sightseeing $300,000,000 Markets/ Shopping

$200,000,000 Beach

$100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

$300,000,000

AVERAGE SPEND PER NIGHT VISITOR$250,000,000 NIGHTS IN THE BALLINA COAST & HINTERLAND

Ballina Coast & Hinterland Data suggests that the average length of stay for the domestic and international markets has fluctuated over the Domestic Overnight Visitors $190 $200,000,000 period from 1999 to 2018. The figure below depicts these variations and illustrates that international visitors have a Ballina Coast & Hinterland higher average length of stay than domestic visitors. Interestingly, the data indicates that the average length of stay International $71 of international$150,000,000 visitors is on an upward trend, rising from 2-3 nights in 2000 to around 12 nights in 2011 but has since plateaued from 2012 at 8-10 nights. The average length of stay of domestic visitors has more or less plateaued at North Coast NSW $100,000,000 Domestic Overnight Visitors $147 around 3-4 nights over the 20 year period.

North Coast NSW $50,000,000 International $57

NSW 0 Domestic Overnight Visitors $196 2013 2014 2015 2016 2017 2018

NSW Domestic Day Domestic Overnight International International $111 500,000

400,000

300,000

200,000 AVERAGE LENGTH OF STAY VISITORS TO

BALLINA100,000 COAST & HINTERLAND 1999-2018

Source: Tourism Research Australia 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip 14

6 Nights 4

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight

1,200,000

30 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN international31 overnight visitors 1,000,000

day-trippers 800,000

domestic overnight visitors 600,000

400,000

200,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

International Domestic Overnight

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Holiday VFR Business All other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned

$2,000

$1,500

$1,000

$500

0 2012 2013 2014 2015 2016 2017 2018

Private Vehicle (inc company car & rental car)

800,000

700,000 National Parks/ Bushwalking 600,000

Sightseeing 500,000 Markets/ 400,000 Shopping

300,000 Beach

200,000 VFR 100,000 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

$500,000,000

National Parks/ $400,000,000 Bushwalking

Sightseeing $300,000,000 Markets/ Shopping

$200,000,000 Beach

$100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $300,000,000

$250,000,000

$200,000,000

$150,000,000

$100,000,000

$50,000,000

0 2013 2014 2015 2016 2017 2018

Domestic Day Domestic Overnight International 500,000DESTINATION ANALYSIS CONT.

400,000

The chart below depicts the total visitor nights spent While international visitors stay a greater length of time in 300,000 in the destination for the years 1999 to 2018. The data the destination by comparison to domestic visitors, the suggests the total domestic visitor nights halved from spend per night for an international visitor is only 37% of 200,000 a high of 1.17 million visitor nights in 2003, to around that of a domestic overnight visitor. The Average Length 600,000 visitor nights in 2009. This may have been of Stay Table shows the economic contribution from impacted100,000 by the Global Financial Crisis in 2008/09. Total overnight domestic visitors at $664 per visit achieved numbers have recovered since this low to a new all- over a shorter timeframe i.e. they are a higher yielding time high0 in 2016 to 1.12 million visitor nights. By way market. Given the cost to secure an international visitor 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 of contrast total domestic visitor nights in neighbouring vs. a domestic visitor it is recommended that resources Byron Shire for 2018 wereInternational around 4.11 million. This Domesticfor Overnight marketing funds are concentratedDomestic on domestic Day Trip 14suggests there may be opportunities to design and source markets unless collaborating on a large scale. deploy tactical marketing strategies to attract greater The stakeholders consulted during the preparation of 12visitor numbers to Ballina Coast and Hinterland. In- this DMP responded that to further increase a visitors’ depth market research is required to provide clarity and length of stay: 10direction to these strategies. more tourism product and experiences are required The8 total visitor nights figure shows total international visitor nights have remained largely constant at between increase the destinations festivals and events; and 125,0006 – 149,000 nights per year apart from in 2000 increase promotional campaigns. and 2002 where visitor nights were less than 60,000 per annum.4

TOTAL0 NUMBER OF VISITOR NIGHTS SPENT IN BALLINA1999 2000 COAST2001 2002 2003& HINTERLAND2004 2005 2006 2007 1999-20182008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Source: Tourism Research Australia International Domestic Overnight

1,200,000

international overnight visitors 1,000,000

day-trippers 800,000

domestic overnight visitors 600,000

400,000

200,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

International Domestic Overnight

350,000 3232 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 33 300,000

250,000

200,000

150,000

100,000

50,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Holiday VFR Business All other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned

$2,000

$1,500

$1,000

$500

0 2012 2013 2014 2015 2016 2017 2018

Private Vehicle (inc company car & rental car)

800,000

700,000 National Parks/ Bushwalking 600,000

Sightseeing 500,000 Markets/ 400,000 Shopping

300,000 Beach

200,000 VFR 100,000 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

$500,000,000

National Parks/ $400,000,000 Bushwalking

Sightseeing $300,000,000 Markets/ Shopping

$200,000,000 Beach

$100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $300,000,000

$250,000,000

$200,000,000

$150,000,000

$100,000,000

$50,000,000

$300,000,000 0 2013 2014 2015 2016 2017 2018 $250,000,000

Domestic Day Domestic Overnight International $200,000,000 500,000 $150,000,000 400,000 $100,000,000

300,000 $50,000,000

200,000 0 2013 2014 2015 2016 2017 2018

100,000 Domestic Day Domestic Overnight International

0 500,000 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip 400,000 14 300,000 12 200,000 10

100,000 8 BALLINA COAST& 0 HINTERLAND 6 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DESTINATION International Domestic Overnight Domestic DayMANAGEMENT Trip 4 PLAN 2021-2030 14

2 12

0 10 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 8 International Domestic Overnight TYPE OF VISITORS TO THE BALLINA COAST AND HINTERLAND Tourism Research6 Australia 2018 aggregated data shows The proportion of domestic overnight visitors is further 1,200,000 the proportion of visitors to Ballina Coast and Hinterland segmented by purpose of visit. The leisure category, 4 is brokeninternational into the following overnight percentages: visitors including holidays or visiting friends and relatives (VFR), 1,000,000 currently produces the greatest number of overnight 2 stays for the destination. This illustrates the destination 41% domestic overnight visitors • day-trippers has a strong appeal to the leisure category, while also 800,000 0 57% day-trippers1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 • providing opportunity to further host business events. For example, corporates looking to offer incentive and 1.7%domestic international overnight overnight visitors visitors International Domestic Overnight 600,000 • bring delegates to somewhere that doubles as a holiday 1,200,000 destination. 400,000 Please note below VFR = Visiting Friends and Relatives. international overnight visitors 1,000,000

200,000 day-trippers 800,000

0 domestic overnight visitors 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 600,000

International Domestic Overnight 400,000 350,000 200,000 300,000 DOMESTIC OVERNIGHT VISITORS BY PURPOSE0 OF VISIT 2008-2018 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 250,000 Source: Tourism Research Australia International Domestic Overnight 200,000 350,000

150,000 300,000

100,000 250,000

50,000 200,000

0 150,000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 100,000 Holiday VFR Business All other undeﬁned 50,000

0 350,000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

All other undeﬁned 300,000 Holiday VFR Business

32 250,000 BALLINABALLINA COASTCOAST && HINTERLANDHINTERLAND DESTINATIONDESTINATION MANAGEMENTMANAGEMENT PLANPLAN 3333 350,000 200,000 300,000 150,000 250,000

100,000 200,000

50,000 150,000

0 100,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 50,000 Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned 0 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane 350,000 Gold Coast - Regional QLD All Other undeﬁned 300,000 350,000 250,000 300,000 200,000 250,000 150,000 200,000 100,000 150,000

50,000 100,000

0 50,000 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned 0 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned

$2,000

$1,500 $1,500

$1,000 $1,000

$500 $500

0 0 2012 2013 2014 2015 2016 2017 2018 2012 2013 2014 2015 2016 2017 2018

Private Vehicle (inc company car & rental car) Private Vehicle (inc company car & rental car)

800,000 800,000

700,000 700,000 National Parks/ National Parks/ Bushwalking 600,000 Bushwalking 600,000 Sightseeing 500,000 Sightseeing 500,000 Markets/ 400,000 Markets/ Shopping 400,000 Shopping 300,000 Beach 300,000 Beach 200,000 VFR 200,000 100,000 VFR Eat out - 100,000 restaurants & cafes 0 Eat out - 2008 restaurants2009 & cafes2010 2011 2012 2013 2014 2015 2016 2017 2018 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $500,000,000

$500,000,000 National Parks/ $400,000,000 Bushwalking National Parks/ $400,000,000 Bushwalking Sightseeing $300,000,000 Sightseeing Markets/ Shopping $300,000,000 $200,000,000 Markets/ Beach Shopping

$200,000,000 $100,000,000 Beach VFR Eat out - VFR restaurants & cafes $100,000,000 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $300,000,000

$250,000,000

$200,000,000

$150,000,000

$100,000,000

$50,000,000

0 2013 2014 2015 2016 2017 2018

Domestic Day Domestic Overnight International

500,000

400,000

300,000

200,000

100,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip 14

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight

1,200,000

international overnight visitors 1,000,000

day-trippers DESTINATION800,000 ANALYSIS CONT. domestic overnight visitors 600,000

400,000 It is suggested that the Pacific Highway upgrades have had a positive effect to connect visitors residing in Brisbane with the destination.200,000 Through until 2014, visitors from Regional NSW provided the destination with the greatest volume of visitation. This shifted in 2015 when the destination hosted 81,000 overnight visitors from Brisbane, followed by 78,000 overnight visitors0 from Regional NSW. This trend has continued and is reflected in available data. 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 South East Queensland (Brisbane and Gold Coast) together with Regional NSW source markets provide the greatest volume of visitors to the destination as is illustrated by Internationalthe majority of domestic overnightDomestic visitors Overnight arriving into the destination via private vehicle. Eighty three percent of domestic overnight visitors arrived via private vehicle, 13% 350,000 travelled by air, with the remaining 4% arriving by other means such as coach, boat, bike or walking.

300,000Domestic overnight visitors who arrive by aircraft to the destination are economically valuable. In 2018 domestic overnight visitors arriving by aircraft spent $1,983 per stay vs. $383 per stay for domestic overnight visitors arriving 250,000via private vehicle. Spending per trip by air travellers has increased steadily over the past ten years, while spending by private vehicle travellers has remained relatively stable. 200,000

150,000

100,000

50,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DOMESTIC OVERNIGHT VISITORS BY SOURCE MARKETHoliday 2010-2018VFR Business All other undeﬁned

Source: Tourism Research Australia

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned

350,000 3434 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 35 300,000

250,000

200,000

150,000

100,000

50,000

0 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned

$2,000

$1,500

$1,000

$500

0 2012 2013 2014 2015 2016 2017 2018

Private Vehicle (inc company car & rental car)

800,000

700,000 National Parks/ Bushwalking 600,000

Sightseeing 500,000 Markets/ 400,000 Shopping

300,000 Beach

200,000 VFR 100,000 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

$500,000,000

National Parks/ $400,000,000 Bushwalking

Sightseeing $300,000,000 Markets/ Shopping

$200,000,000 Beach

$100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $300,000,000

$250,000,000

$200,000,000 $300,000,000

$150,000,000 $250,000,000

$100,000,000 $200,000,000

$50,000,000 $150,000,000

0 $100,000,000 2013 2014 2015 2016 2017 2018

Domestic Day $50,000,000 Domestic Overnight International

500,000 0 2013 2014 2015 2016 2017 2018 400,000

Domestic Day Domestic Overnight International 300,000 500,000

200,000 400,000

100,000 300,000

0 200,000 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip 14100,000

12 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

10 International Domestic Overnight Domestic Day Trip 14 8 12 6 10 4 8 2 6 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 4 International Domestic Overnight 2 1,200,000 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 international overnight visitors 1,000,000 International Domestic Overnight day-trippers 1,200,000800,000

internationaldomestic overnight overnight visitors visitors 1,000,000600,000

day-trippers 800,000400,000

domestic overnight visitors 600,000200,000

400,0000 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Domestic Overnight 200,000 International 350,000 0 300,000 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 International Domestic Overnight 250,000 350,000 200,000 300,000 150,000 250,000 100,000 200,000 50,000 150,000 0 100,000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

50,000 Holiday VFR Business All other undeﬁned

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 350,000

Holiday VFR Business All other undeﬁned 300,000

250,000 350,000 200,000 BALLINA COAST& 300,000 HINTERLAND 150,000 DESTINATION 250,000 MANAGEMENT PLAN 2021-2030 100,000 200,000 50,000 150,000 0 100,000DOMESTIC2010 2011OVERNIGHT2012 VISITORS2013 2014 2015 2016 2017 2018 TRANSPORT METHOD 2012-2018 Sydney North Coast NSW Regional NSW Brisbane 50,000 Source: Tourism Research Australia Gold Coast - Regional QLD All Other undefined 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 350,000 Sydney North Coast NSW Regional NSW Brisbane 300,000 Gold Coast - Regional QLD All Other undefined 250,000 350,000 200,000 300,000 150,000 250,000 100,000 200,000 50,000 150,000 0 2012 2013 2014 2015 2016 2017 2018 100,000 Aircraft Private Vehicle (inc company car & rental car) All other undefined 50,000

0 AVERAGE$2,000 2012 SPEND 2013PER TRIP2014 ($AUD) 2015 2016 2017 2018 BASED ON TRANSPORT METHOD 2012-2018 Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned Source: Tourism Research Australia

$1,500 $2,000

$1,000 $1,500

$500 $1,000

0 2012 2013 2014 2015 2016 2017 2018 $500 Private Vehicle (inc company car & rental car)

800,000 0 700,000 2012 2013 2014 2015 2016 2017 2018 National Parks/ Aircraft Private Vehicle (inc company car & rental car) Bushwalking 600,000

800,000 Sightseeing 500,000 34 BALLINABALLINA COASTCOAST && HINTERLANDHINTERLAND DESTINATIONDESTINATION MANAGEMENTMANAGEMENT PLANPLAN 3535 700,000 Markets/ National Parks/ 400,000 Shopping Bushwalking 600,000 300,000 Beach Sightseeing 500,000 200,000 Markets/ VFR 400,000 Shopping 100,000 Eat out - 300,000 Beach restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 200,000 VFR $500,000,000100,000 Eat out - restaurants & cafes 0 National Parks/ 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $400,000,000 Bushwalking

$500,000,000 Sightseeing $300,000,000 National Markets/ Parks/ $400,000,000 Bushwalking Shopping $200,000,000 Sightseeing Beach $300,000,000 Markets/ $100,000,000 VFR Shopping Eat out - $200,000,000 Beach restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $300,000,000

$250,000,000

$200,000,000

$150,000,000

$100,000,000

$50,000,000

0 2013 2014 2015 2016 2017 2018

Domestic Day Domestic Overnight International

500,000

400,000

300,000

200,000

100,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip 14

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight

1,200,000

international overnight visitors 1,000,000

day-trippers 800,000

domestic overnight visitors 600,000

400,000

200,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

International Domestic Overnight

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Holiday VFR Business All other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000 50,000 ANALYSIS CONT. 0DESTINATION 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned Eating out in restaurants and cafes was consistently the top activity engaged in between 2008 and 2018. Bushwalking 350,000 and visiting National Parks was introduced as a category in 2015.

With300,000 regard to the economic value of activities engaged in by domestic overnight visitors to the Ballina Coast and

Hinterland,250,000 again there has been little change between 2008 and 2018. As with the activity data, there was growth in expenditure, but no obvious change in relative participation or patterns of expenditure. For the year ending 2018, 200,000 domestic overnight visitors spent $150 million engaging in the most popular activity - eating out in restaurants and cafés.150,000

100,000

50,000

0 2012 2013 2014 2015 2016 2017 2018

Aircraft Private Vehicle (inc company car & rental car) All other undeﬁned

$2,000

$1,500

$1,000 TOP ACTIVITIES ENGAGED IN BY

DOMESTIC$500 OVERNIGHT VISITORS 2008-2018

Source: Tourism Research Australia

0 2012 2013 2014 2015 2016 2017 2018

Private Vehicle (inc company car & rental car)

800,000

700,000 National Parks/ Bushwalking 600,000

Sightseeing 500,000 Markets/ 400,000 Shopping

300,000 Beach

200,000 VFR 100,000 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

$500,000,000

National Parks/ $400,000,000 Bushwalking 3636 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 37 Sightseeing $300,000,000 Markets/ Shopping

$200,000,000 Beach

$100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $300,000,000

$250,000,000

$200,000,000

$150,000,000

$100,000,000

$50,000,000

0 2013 2014 2015 2016 2017 2018

Domestic Day Domestic Overnight International

500,000

400,000

300,000

200,000

100,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight Domestic Day Trip 14

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

International Domestic Overnight

1,200,000

international overnight visitors 1,000,000

day-trippers 800,000

domestic overnight visitors 600,000

400,000

200,000

0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

International Domestic Overnight

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Holiday VFR Business All other undeﬁned

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0 2010 2011 2012 2013 2014 2015 2016 2017 2018

Sydney North Coast NSW Regional NSW Brisbane

Gold Coast - Regional QLD All Other undeﬁned

350,000

300,000

250,000 BALLINA 200,000 COAST& HINTERLAND 150,000 DESTINATION MANAGEMENT 100,000 PLAN 2021-2030

50,000

0 2012 2013 2014 2015 2016 2017 2018 AUSTRALIANAircraft ACCOMMODATIONPrivate Vehicle (inc company MONITOR car & rental car) (AAM)All other 2018-2019 undeﬁned

Source: STR CoStar international Incorporated $2,000 AVERAGE REVENUE PER LOCATION OCCUPANCY DAILY RATE AVAILABLE ROOM (%) ($AUD) ($AUD) $1,500 North Coast NSW 65.7 180.69 118.73

Total New South Wales 78.0 212.80 166.03 $1,000 Sydney 83.4 222.89 185.87

Brisbane$500 70.3 156.45 110.04 Gold Coast 70.2 197.60 138.72

Hunter 0 67.2 187.11 125.71 2012 2013 2014 2015 2016 2017 2018 New England North 55.7 149.49 83.24 West Private Vehicle (inc company car & rental car)

800,000Riverina 68.1 140.63 95.79

700,000Snowy Mountains 41.1 195.78 80.43 National Parks/ Bushwalking 600,000South Coast 66.1 178.31 117.88

Sightseeing 500,000 Markets/ 400,000 Shopping

TOTAL300,000 SPEND ($AUD) BY DOMESTIC OVERNIGHT Beach VISITORS ON THE TOP ACTIVITIES 2008-2018 200,000 VFR Source: Tourism Research Australia 100,000 Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

$500,000,000

National Parks/ $400,000,000 Bushwalking

Sightseeing $300,000,000 Markets/ Shopping

$200,000,000 Beach

$100,000,000 VFR Eat out - restaurants & cafes 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

36 BALLINABALLINA COASTCOAST && HINTERLANDHINTERLAND DESTINATIONDESTINATION MANAGEMENTMANAGEMENT PLANPLAN 3737 GROWTH POTENTIAL

A strategy is to gain greater share of mid-week overnight visitation. This can be achieved through:

Market development to facilitate a greater number of business events, sporting groups and accessible tourism customer segments.

Product development to create additional experiences that retain visitors in the area for longer and sees them returning sooner.

Market penetration of existing target audiences for example the Experiential Travellers, Visiting Friends and Relatives and the Families segment.

TRAVEL PERIOD OR KEY TARGET KEY EXPERIENCES MARKETS SOURCE INTERESTS

MARKET DEVELOPMENT STRATEGY

Business events, Domestic overnight (1 or more Nature based attractions, sporting events, nights) particularly from Melbourne, health and wellness Off peak mid- week travel adult couples, visiting Sydney, Australian Capital Territory, activities, agri-tourism, friends and relatives, Newcastle, South East Queensland produce and scenic beauty, accessible tourism or regional NSW special festivals and events

PRODUCT DEVELOPMENT STRATEGY

Nature based attractions, agri-tourism, road Business events, Domestic overnight visitors (1 network and public sporting events, or more nights) particularly from Nature based activities, agri- transport improvements, adult couples, visiting Melbourne, Sydney, Newcastle, tourism, produce and scenic inclusive tourism friends and relatives, South East Queensland or regional locations improvements accessible tourism NSW

MARKET PENETRATION STRATEGY

Domestic overnight (1 or more Adult couples, visiting nights) particularly from Melbourne, Family attractions, nature Annual year around friends and relatives, Sydney, Australian Capital Territory, based attractions and families Newcastle, South East Queensland activities, agri-tourism, or regional NSW produce and scenic beauty

38 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 39 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

GROWTH POTENTIAL A business events visitor is a high yield customer valued at $356 per night and due to a predominantly weekday visitation pattern from business events, the sector is Off peak low season valuable to the growth of overnight stays within the The table on page 37 demonstrates there is capacity Ballina Coast and Hinterland where capacity exists within North Coast NSW accommodation properties to midweek. host further visitors, with an average occupancy of 66%. While no formal data is available at destination level to Value of business events visitors to NSW year ending show that capacity exists anecdotal evidence suggests December 2019 there is opportunity to grow overnight visitation midweek Domestic Day visitor International and outside of school holiday periods where existing overnight demand for accommodation is lower. $355.90 $110.70 $263.10 Business events Nature based tourism The NSW Government Visitor Economy Taskforce As evidenced via stakeholder consultation, the Report and the subsequent Visitor Economy Visitor destination has a strong natural appeal with scenic Industry Action Plan identified, for regional conferencing beauty associated with both its coastal and hinterland to grow and to prosper, a strategic approach and assets. Anecdotal evidence from the Ballina Visitor funded program was required. The NSW Government Information Centre suggests there is demand for has responded through the creation of the Regional nature-based experiences such as guided experiences, Conferencing Unit within Destination NSW. Indigenous interpretation, forest and hinterland Please note the sector was formally referred to as the accommodation and visiting a waterfall amongst other Meetings, Incentives, Conferences and Exhibitions outdoor activities. (MICE) however the current terminology is business Agri-tourism events. The destination has a wealth of primary producers and The NSW regional business events sector is a key part of is known for the plethora of produce grown here from the broader NSW Visitor Economy, and has the potential coffee to bananas, avocados and macadamia nuts to to bring significant economic and employment benefits craft breweries and distilleries. Visitors to the Ballina to Regional NSW, particularly during low seasons. Visitor Information Centre regularly ask after guided Statewide the sector generates: food and drink tours, paddock to plate experiences and farm stays. There is consumer demand, opportunity Expenditure of $290 million by delegates attending for primary producer diversification and also a need to business events in regional NSW preserve the rural character of the destination. Agri- Additional visitor expenditure of $11.6 million from tourism is considered a good fit for the destination. pre and post conference touring Accessible tourism Employment of more than 2,300 people (AEC The Baliina Coast and Hinterland has an opportunity to Group, 2013). share the accessible features, which make the area a In 2018 Destination North Coast (DNC) formed a great place to live, with visitors to the destination who business events branch to secure business for the whole require suitable products and services regardless of of the North Coast, including the Ballina Coast and their physical limitations, abilities or age. An estimate Hinterland. Ballina Shire Council is a financial member of of the size of the current Australian accessible tourism the DNC Business Events program. sector for overnight and/or day trip travel is around 1.3 million individuals, or 7% of the total Australian adult

38 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 39 DESTINATION ANALYSIS CONT.

population. The accessible tourism segment was worth has not seen growth in absolute numbers. With a small an estimated $8 billion to the Australian economy in investment and strategic actions, the destination can 2017 (Tourism Research Australia, 2018). grow the size and value of this segment.

Ballina, particularly Ballina Island and East Ballina are Sporting events on their way to accommodating for the accessible Ballina Shire Council opened the brand new Ballina tourism market. The destination offers scenic flat, level Indoor Sports Centre (BISC) in 2019. The BISC includes foreshore environments easy to navigate along wide two international standard, full-sized indoor sports pathways. Changing places amenities are available courts catering for a range of sports and activities. The in several public areas. There are opportunities for a courts are line marked for basketball, netball, futsal and visitor with accessibly requirements to enjoy the scenic volleyball, and are also available for a wide range of beauty and to also swim, dine and stay in comfort. It is sports and activities to suit all ages, from badminton or also acknowledged that there is a way to go to in terms table tennis, to pickle ball or lifeball. Ballina Shire Council of being considered a desirable accessible destination also invests capital into sporting club houses and playing however that trajectory could be implemented with fields. The growth potential for clubs to host regional, cooperation from key stakeholders. state and national events is yet to be scoped due to data Ballina Byron Gateway Airport not being accessible however with local groups acting as ambassadors a lot could be achieved to bring visiting Passenger numbers to the Ballina Byron Gateway Airport clubs to town for sporting events and carnivals. Sporting (BBGA) have increased incrementally since the airports facilities could also open to invite visitors particularly opening, from 17,000 passengers in 1987 to 533, 000 in over the school holiday period. 2019 (Ballina Shire Council, 2019). Passenger numbers increased significantly with the introduction of Virgin and All weather attractions Jetstar airline services and while seat occupancy rates With 147 days precipitation and average rainfall of have in some cases been lower than expected, over the 1805mm per annum (Farm Online Weather, 2020), medium to long term passenger numbers are expected the families segment are offered minimal all-weather to increase with further additional services and flight experiences (such as ten pin bowling, cinema and routes, especially as these become more affordable. limited museums and galleries), suggesting families can The strengthening demand from the Melbourne market be limited for options during wet weather. Local visitor should be noted, as should the additional services economy operators could consider how modifications to provided via Jetstar to support this visitation. making their experience available in all conditions could The BBGA is investigating services to cater for local fly see higher satisfaction from the families segment and in-fly out (FIFO) workers living in the region, which would therefore repeat visitation. further increase traffic flow through the Airport. The Airport’s biggest competitor is the Gold Coast Airport with frequent flights scheduled into each of the markets serviced by BBGA, those being Sydney, Melbourne and Newcastle. Visiting Friends and Relatives The Visiting Friends and Relatives is a valuable customer segment to the Ballina Coast and Hinterland currently with 221,000 visitors per annum (Tourism Research Australia, 2018). This is one segment that over time has increased in the percentage of overall visitors however

4040 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 41 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

40 41 BALLINABALLINA COASTCOAST && HINTERLANDHINTERLAND DESTINATIONDESTINATION MANAGEMENTMANAGEMENT PLANPLAN 4141 42 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 43 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030 DESTINATION DIRECTION

FOCUS The destination offers a variety of scenic nature-based coastal attractions that are complemented by activity-based family attractions, hard and soft recreational and cultural products and hinterland village and rural farming landscapes. A need exists to even the demand peaks and troughs, to encourage further mid-week visitation where a lot of capacity remains under-utilised. VISION The Ballina Coast and Hinterland will expand and align its tourism product experiences with wider developments shaping the destination and attract growing recognition as a scenic, natural, accessible, creative, and safe destination enticing experiential travellers who enjoy participating in authentic and unique local experiences. MISSION To continue growing a resilient, vibrant and inclusive visitor economy through cooperation between all stakeholders and in so doing share the destinations “feel-good factor” and wealth of natural, cultural and historic tourism assets with its visitors. AIM AND PRIORITY AREAS Increase overnight visitor expenditure within the destination to $450 million by 2030 while keeping investment in recreational assets aligned to community values.

Three key priority areas have been identified as themes of work to achieve the aim and mission:

1. STRENGTHEN COORDINATION OF DESTINATION MANAGEMENT

2. RAISE THE PROFILE OF THE DESTINATION AND ITS EXPERIENCES

3. ENCOURAGE INVESTMENT INTO RECREATIONAL ASSETS, PRODUCT DEVELOPMENT AND ACCESS IMPROVEMENTS

Actions include funded initiatives as well as aspirational activities should grant funding become available. Please note actions will be formatted once endorsed commencing with funded actions ordered by implementation timeframe i.e. short term first.

Refer to page 66 for the financial plan supporting the actions. Legend: Funded actions: a Externally funded actions q Aspirational actions r

The 2021 -2030 Ballina Coast and Hinterland Destination Management Plan sets action timeframes in which to deliver on priorities with short term (2020 – 2024), medium term (2024 –2027), and long-term (2027 –2030) implementation. It should be noted that once implemented most actions are ongoing.

Ballina Shire Council has initiated the process of developing a Ballina Shire DMP however implementation of the actions as a result of this DMP may or may not rest with Ballina Shire Council. Many issues are outside of the control of local government. The NSW Government departments and visitor economy operators also have a role to play in managing the visitor economy.

42 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 43 KEY PRIORITY ONE

STRENGTHEN COORDINATION OF DESTINATION MANAGEMENT

The Ballina Coast and Hinterland’s tourism sector is a significant component of the Shire’s overall economy at 11.7% of GRP (NIEIR, 2019). The sector is composed of a diverse range of stakeholders predominantly in micro, small and medium sized businesses who do not have a great sum of capital to invest. The small-scale nature of the sector’s operations, combined with a wide diversity of stakeholder interests, and a lack of government and council resources to invest substantially in the sector, creates a difficult planning and management environment for tourism activity to thrive and expand. For this reason strong cooperation and collaboration needs to occur to continue expanding the visitor economy and maintain the unique selling point.

The broad aim of actions under this priority area requires all government levels to place the customer (residents and visitors) at the core of service delivery, adopting a customer- focused approach and improve process. It is the customer experience that will enable the destination to advance the collective interests of all stakeholders. Actions should be implemented to: plan for visitor needs, increase transparency, develop industry knowledge and the skills of managers and employees engaged in front-line services.

Estimated Ref Benefits Measures Implementation Lead Action Rationale resources / Funded No. and Targets Timeframe Responsibility costs Develop a series of operator “did you know” In house web based videos outlining council processes Stakeholders communicated production MGT (e.g. setting up a food business, mobile Number of clicks > Council – frustration at understanding approx. 30 Short term 01 vending permits, festival and event grants, 500 per annum r Tourism Council’s application processes hours per how commercial use of footpaths can assist video businesses, commercial activity licencing, etc.). Strengthen coordination of tourism between Council’s Visitor Services, local businesses and Strengthen the coordination of Council – other regulatory parties for process improvement tourism within the destination Time from MGT Number of actions numerous (e.g. participate in tourism working groups with to provide opportunities existing Short term 02 implemented a sections of National Parks and Wildlife Service (NPWS), for feedback and process resources council Destination North Coast (DNC), Destination NSW improvement (DNSW), commercial activity licences, etc.)

44 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Estimated Ref Benefits Measures Implementation Lead Action Rationale resources / Funded No. and Targets Timeframe Responsibility costs Growth in number Continue to incorporate visitor experience of visitor economy Council - Improve the community’s Time from MGT developments as part of regulatory, policy and businesses from Planning and liveability; and encourage local existing Short term 03 plan reviews to provide clarification and confirm 562 in 2018. Take a Environmental businesses to innovate resources an appropriate development type and land use. new baseline after Health Division COVID-19 Council – Continue to include recognition of natural areas, Preserve the features that create Number of Plans of Time from Planning and MGT scenic values and public assets in Plans of appeal for the destination. Management that existing Short term Environmental 04 Management to enhance and maintain access to Maintain lifestyle and unique a protect the USP resources Health Division natural attractions that enable visitor experiences. selling proposition.

Improve the quality of information disseminated Enable two way communication to visitors and locals, by: with local visitor economy • Maintaining accurate and current records of operators and improve visitor economy industry key contacts the quality of information Percentage • Hosting product knowledge familiarisation disseminated to visitors and of businesses tours that support learning, knowledge building locals responding to Funded of MGT and product confidence Council - Knowledgeable staff and communications aim existing Short term 05 • Continuing the operation of the Ballina Visitor a Tourism volunteers who understand for >40% by June resources Information Centre with its operational actions visitor needs and the product 2024. Currently at • Consulting Northern Rivers locals regarding offering can motivate visitors 31% June 2020 appropriate Visiting Friends and Relatives to engage with experiences content increasing spend within • Distributing this plan widely amongst visitor destination economy stakeholders

BALLINA BALLINA COAST COAST & & HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 4545 KEY PRIORITY ONE CONT.

Estimated Ref Benefits Measures Implementation Lead Action Rationale resources / Funded No. and Targets Timeframe Responsibility costs Tourism is everyone’s business. Preserve the features that create Percentage of Encourage a holistic approach to visitation appeal for the destination and Councillors and Time from MGT through initiatives such as Councillor inductions strengthen the coordination planning staff in existing Short term Council 06 a explaining the benefits of tourism providing opportunities attendance/acquiring resources for feedback and process knowledge improvement Support local Indigenous tourism experience development by: External • Continuing to consult local Aboriginal Encourage sharing of Number of stakeholders Indigenous cultural stories to Local MGT engagements and Time from • Enhancing visitor experiences increase Indigenous community Short term Indigenous 07 participants. ≥3 existing q • Maintaining, protecting and enhancing cultural pride, participation and jobs Land Councils meetings per annum resources for heritage sites; growth meetings • Provide employment opportunities at suitable sites Short term goal ≥ 5 percent of 70 hours Explore environmental tourism initiatives visitors the Ballina to plan and including: Visitor Information communicate • Sustainable travel initiatives Improve the liveability of the MGT Centre participating Council - • Carbon neutral initiatives destination for locals and as a Short term 08 Long term goal 2 hrs p/w r Tourism • Environmental visitor experiences with place for visitors ≥ 5 percent of ongoing admin volunteer groups such as Oz Fish, Landcare, all visitors to time etc. the destination participating

46 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Estimated Ref Benefits Measures Implementation Lead Action Rationale resources / Funded No. and Targets Timeframe Responsibility costs Identify training and skills gaps to provide courses with Twice-annual Time from MGT Liaise with tertiary educators to address local jobs at the completion. Ensure meetings with existing Short term Council 09 training and skills gaps relevant training is provided so relevant tertiary a resources that industry can depend on educators qualifications Increase the number There are very limited of experiences Local visitor MGT Encourage visitor experience asset owners to experiences to engage in during available during wet External Short term economy 10 implement all weather opportunities q periods of wet weather weather from 7 to businesses ≥ 10 Local industry operators to disperse visitors Percentage of visitor throughout the destination by: economy businesses • Providing visitors with visitor guides and related Local Visitor MGT engaged aim for material Increase the length of stay External Short term Economy 11 ≥40% by June 2024. q • Providing access to the destination website Operators Currently at 31% as • Participating in council organised product at June 2020 knowledge tours Percentage of menus Preserve primary production MGT Showcase regional produce on menus including with local produce Northern land for food security and External Short term 12 business event menus showcased. Aim for q Rivers Food diversity purposes ≥20 restaurants There are gaps in the Tourism Time from Centrally store, disseminate and present visitation Research Australia LGA existing data and research by: visitation data i.e. activities Data presented at resources MGT • Investigating options for a visitation data engaged in, visitor origin, spend Council - information sessions approx Short term 13 subscription etc. This data is required for r Tourism annually $21,000 data • Sharing data via the destination website decision making. subscription • Presenting data at information sessions Ability for all stakeholders to fee make data driven decisions BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 4747 KEY PRIORITY ONE CONT.

Estimated Ref Benefits Measures Implementation Lead Action Rationale resources / Funded No. and Targets Timeframe Responsibility costs Implement and/or continue survey and review Monitor and increase visitor Funded from programs including: satisfaction and grow the value existing • Media listening software such as Meltwater of overnight visits. resources MGT Satisfaction levels ≥ • Data collection via the provision of free Wi-Fi at $2,500 for Short term Council 14 90% a Ballina Byron Gateway Airport Monitor community sentiment media and • Micromex Community Satisfaction Survey towards visitors and grow the social listening liveability perception software p.a. Local visitor Raise the visibility of the economy Improve the digital literacy of local visitor Percentage of visitor MGT destination through facilitating operators economy operators to sell (experiences) products economy businesses External Short term 15 technical training for local q online participating >40% operators NSW Government A key point of difference for the From 1 as at March destination is the abundance Enable visitation and alternative revenue 2020 to ≥ 4 visitor Local visitor MGT of primary producers. Build on streams that promote the long term viability and experiences by 2024 External Short term economy 16 this strength and ensure visitors q agricultural character of our rural areas offered on primary businesses can engage with authentic production land experiences Encourage investment through the development of documents such as feasibility studies and prospectuses. For example: Attract investment to enable a Council • A Ballina Coast and Hinterland Tourism Time from MGT sustainable visitor economy that Number of initiatives numerous Investment Prospectus existing Medium term 17 improves the liveability of the developed r sections of • Feasibility studies into major tourism enablers resources Ballina Coast and Hinterland council such as Southern Cross Arts and Industrial Precinct, Ballina Marina, Ballina Harbour and Ballina Byron Gateway Airport, etc. 48 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Estimated Ref Benefits Measures Implementation Lead Action Rationale resources / Funded No. and Targets Timeframe Responsibility costs Build reliance and ensure A crisis management Time from MGT Develop a crisis management plan for visitor Council - disaster recovery efforts are plan in place by June existing Medium term 18 economy industry operators a Tourism maximised 2025 resources Implement accessible tourism actions including: A strength of our destination is Time from • Developing product and visitor experiences that we have accessible features Percentage of visitor existing • Upskilling operators such as paths and swimming economy operators resources Council • Communicating accessibility statements on locations. This can be built offering accessible Workshop MGT Local visitor operators websites upon to improve the visitor tourism experiences approx $2,000 Medium term 19 a economy • Making assets highly visible experience. The accessible ≥ 20 accessible Centre businesses • Install accessible counter at Ballina Visitor tourism sector is worth $8 tourism experiences modifications Information Centre and improving sight and billion annually to the Australian by June 2027 approx hearing features economy (TRA, 2018) $40,000

The destination has 10 holiday parks yet there is limited parking Council – Assess the need within town centres for Audit and MGT for larger vehicles and those Audit complete by numerous additional long vehicle parking for coaches, consultation Medium term 20 towing caravans and trailers, June 2026 r sections of vehicles towing caravans, etc. 35 hours etc. in the Ballina Shire town council centres

Align visitor experiences to the image/market position of the Northern Rivers and advocate for Create a resilient, sustainable Percentage of visitor Local visitor MGT development and funding for renewable, clean visitor economy that improves economy businesses External Medium term economy 21 green, healthy and sustainable programs. E.g. the liveability of the Ballina q participating ≥40% operators recycled water and renewable energy used by Coast and Hinterland accommodation, tour and activity providers, etc.

BALLINA BALLINA COAST COAST & &HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 4949 KEY PRIORITY ONE CONT.

Estimated Ref Benefits Measures Implementation Lead Action Rationale resources / Funded No. and Targets Timeframe Responsibility costs Provide a true understanding of External Improve the transparency of the Short Term who is visiting the destination. ≥95% of data sets Holiday Letting (STHL) sector by: Currently the only data received provided State MGT • Collecting and disseminating visitation data is a snapshot from traditional Processes for External Short term Government 22 • Enabling avenues to lodge complaints industry providers. The Ballina q grievances Local hosts of misconduct and enforcement of Shire had 704 unique addressed implemented noncompliance, etc. STHL properties as at November 2019 Create a resilient, sustainable Time from MGT Encourage a carbon neutral visitor economy visitor economy that improves Number of initiatives Council to existing Short term 23 before 2030 the liveability of the Ballina communicated a advocate resources Coast and Hinterland Local visitor Encourage industry collaboration. For example: economy • Encouraging bundling and packaging of Upskill the workforce and operators experiences invest in industry capability Percentage of visitor MGT NSW • Shared training opportunities, development to improve the economy businesses External Medium term 24 q Government • Multi experience pass, visitor experience and drive participating >40% Council - • Co-operative / cross selling / marketing / economic growth Tourism mentoring, etc. opportunities

50 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030 KEY PRIORITY TWO

2. RAISE THE PROFILE OF THE DESTINATION AND ITS EXPERIENCES

While the majority of the destination’s visitor economy operators understandably focus their marketing budgets on promoting their individual enterprises, Council lacks a sizable budget to promote the destination in source market on a regular basis. The growth of the destination’s visitor economy is critically linked to effective promotion and communications, especially in terms of reaching strategic niche markets and increasing a visitors’ length of stay.

Ref Action Rationale Benefits Measures Estimated resources Implementation Funded Lead No. and Targets / costs Timeframe Responsibility COM Grow demand for greater length of Encourage repeat Increased Time from existing Short term a Council - 01 overnight visitation by: visitation and accommodation resources and $900 Tourism • Having all stakeholders distribute the increase the occupancy rates. for an accommodation Local Visitor Festival and Events Sheet, Business community’s sense of Baseline data not monitor report or Economy Events Destination Fact Sheet and other pride currently available $2800 for an annual Operators need to invest in subscription destination material Airport and a subscription. Investigate Airlines subscription options by June 2022 COM Use digital platforms to generate travel Inform target Visits to destination Time from existing Short term a Council – 02 motivation for the destination audiences of what’s website ≥100,000 by resources Tourism happening and June 2024 Local Visitor encourage visitation Economy Operators

BALLINA BALLINA COAST COAST & &HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 5151 KEY PRIORITY TWO CONT.

Ref Action Rationale Benefits Measures Estimated resources Implementation Funded Lead No. and Targets / costs Timeframe Responsibility COM Facilitate growth in the business events Grow value of Increase number of Time from existing Short term a Council - 03 sector by: overnight visitation listings in ATDW to ≥ resources Tourism • Conducting site inspections for Event 80% of product Organisers Increase number • Disseminating the Destination Fact of supplier listings Sheet meetinnsw.com.au ≥ 90% of all business • Encouraging airlines and Ballina Byron event venues Gateway Airport to communicate with business event organisers • Sharing communications on good news stories, sale flights and general news at BBGA . COM Communicate the destination website and Encourage visitor Increase visitor Funded from existing Short term a Council – 04 digital assets broadly for example: dispersal and dispersal amongst the resources Promotional • On place making signage increase the length destination and Interpretive of stay Signage • Within each visitor attraction or Taskforce accommodation property, etc.. Grow browsing on site to ≥100,000 users by June 2024 Local visitor economy operators

52 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Ref Action Rationale Benefits Measures Estimated resources Implementation Funded Lead No. and Targets / costs Timeframe Responsibility COM Raise the profile of the destination and Strengthen product External External Short term q Local visitor 05 increase a visitors length of stay by: base to increase Increase number of economy • Recording digital guided virtual tours length of stay listings in ATDW to ≥ operators • Applying for grant funds to develop 80% of product product/ visitor experiences Increase number of • Distributing events sheets to guests operators participating in NSW First Program ≥ • Encouraging guest use of the destination 100 participants website Increase number • Entering tourism award programs of supplier listings • Participate in training opportunities meetinnsw.com.au • Profile experiences on ADTW ≥90% of all business event venues COM Determine image gaps, update and These digital assets Have visual imagery Allow from $20K per Short term Council - 06 centrally store imagery of unique selling are required to for ≥90% experiential shoot photographer r Tourism proposition assets e.g. accessible visually tell the assets fee tourism assets, scenic landscapes, visitor destination stories experiences, recreational assets, etc. COM Provide proactive local community Develop a positive Number of 3 hours per week Short term Council - 07 engagement via platforms identified in community sentiment communications r Tourism Table 2.6 towards visitors published

BALLINA BALLINA COAST COAST & &HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 5353 KEY PRIORITY TWO CONT.

Ref Action Rationale Benefits Measures Estimated resources Implementation Funded Lead No. and Targets / costs Timeframe Responsibility COM Encourage further visitor dispersal by Grow length of Number of itineraries 4 hours per itinerary Short term Council - 08 providing detailed information to: stay and number of created/accessed r Tourism • Approved filming agencies overnight visits • Business events and groups • Airlines • Industry operators COM Build on the number of Visiting Friends 221, 000 Visiting Number of initiatives Examples may include Short term Council – 09 and Relatives enjoying our destination Friends and Relatives implemented ≥3 per expos/open days, etc. r Tourism through strategic actions including come to our annum Work with operators BBGA destination each year and promotion approx. • Engagement of locals Local visitor as at 2020. This has 105 hours per initiative • Offering value add incentives economy capacity to be grown Approx $2000 per operators with 44, 628 residents expo to play host to visitors COM Interpret the destination story through Encourage visitor Display set up Funded from existing Short term a Council - 10 current and appealing formats such dispersal throughout resources Tourism as virtual reality, interpretive signage, the region and Number of bookings interactive technology and other increase a visitors reserved Local visitor contemporary mediums at key visitor length of stay Grow visitation to economy touch points e.g. BBGA, BVIC, BP destination website to operators Travel Centre, scenic points of interest, ≥100,000 by June 2024 attractions and activities

54 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Ref Action Rationale Benefits Measures Estimated resources Implementation Funded Lead No. and Targets / costs Timeframe Responsibility COM Continue to digitise itineraries making More people Grow visitation to Time from existing Short term a Council – 11 the region’s experiences highly visible to are visiting the destination website by resources Tourism and source market and visitors in transit destination website 10% year on year communications than walking into the Visitor Centre COM Further develop our destination brand Our destination Strategy implemented Strategy and Short term r Council - 12 strategy to encourage and build has traditionally Number of bookings implementation Tourism confidence for investment attraction. been perceived through destination approx. 70 hours per as a retirement website initiative plus area. We now have Fund this brand strategy with a multi-year from experiences that budget for implementation. Minimum $25K cater for families, required per annum accessible tourism, campaign business events and other markets which change this perception. Now is the time to raise the profile of the destination as a place to visit and invest not just a gateway access point or place to retire

BALLINA BALLINA COAST COAST & &HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 5555 KEY PRIORITY TWO CONT.

Ref Action Rationale Benefits Measures Estimated resources Implementation Funded Lead No. and Targets / costs Timeframe Responsibility COM Market the regions USP to targeted Attract niche markets Clicks to destination Time from existing Short term Council - 13 markets. For example: and build on the webpage ≥100,000 by resources approx r Tourism • Accessible assets of Ballina Island destinations strengths June 2024 $21,000 subscription and East Ballina to the accessibility For example All fee audience; Access is beyond wheelchair access to • Access to foreshores, open space and include for example low key experiences to the health and vision, hearing, wellness audiences; captions, language • Bespoke business event facilities and barriers, etc. experiences to corporate events sector • Family friendly experiences to families and VFR segments • Experiential travel to adult couples COM Deliver tactical marketing campaigns into Ensure we are Number of bookings Strategy and Short term Council –BBGA 14 source markets with high yielding visitors communicating with per campaign implementation r and Tourism e.g. fly drive audiences, business events target audience measured via bookings approx. 70 hours per visitors, accessible tourism visitors, etc. to destination website initiative plus COM Upskill visitor services staff in graphic Short term Staff possess Time from existing Short term a Council - 15 design (and continue to maintain website competent digital and resources Tourism content management skills) to enable graphic design skills effective visual communication through wide reaching platforms COM Provide a visual proposal kit to assist in Grow length of Number of local groups From $18K funded Medium term Council - 16 bid preparation for local clubs, sporting stay and number of provided with the bid once every two-three r Tourism groups, etc. overnight visits kit years for videos

56 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Ref Action Rationale Benefits Measures Estimated resources Implementation Funded Lead No. and Targets / costs Timeframe Responsibility COM Improve the festival and event visitor Increase total number External External Medium term Festival and 17 experience by: of overnight stays q Event organisers

• Collaborating with other local visitor Post event survey economy providers incorporated into • Recording and report the number of Council’s Festival and attendees at festivals and events Event Sponsorship • Aligning events to community values Program COM Package existing product and develop Encourage Number of times Approx. 35 hrs per Long term Council - 18 digital itineraries to entice niche markets diversification and material accessed via itinerary r Tourism for example: increase total number destination website Liaise with • A trail of compliant roadside stalls and of overnight stays Development Services rural food visitor experiences. This could to determine suitability include sustainable transport solutions of identified operators such as a cycling component, etc. Liaise with operators • A waterways touring map using Source images pontoons and other public marine Design, print and load infrastructure content to website • Cycling and bike guide linking in food Print cost based on and beverage visitor experiences along scope and scale trails, accommodation, events, etc. • Overnight walking trails • Other special interest packaged offering e.g. cafes, accommodation, transport, experiences and scenic views for key segments

BALLINA BALLINA COAST COAST & &HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 5757 KEY PRIORITY THREE CONT.

3. ENCOURAGE INVESTMENT INTO RECREATIONAL ASSETS, PRODUCT DEVELOPMENT AND ACCESS IMPROVEMENTS

Recognising that tourism depends upon quality infrastructure to attract both visitors and investors, Ballina Shire Council will continue to invest in recreational assets and infrastructure to increase the attractiveness of the destination.

Heightened visitor expectations create competition between destinations to attract visitors. The destination’s visitor economy is steadily expanding and to continue attracting visitors the destination needs to continue to revitalise product offering and public assets. The actions included under this priority area focus upon: embellishing natural assets, improving public transport, growing product base for targeted markets, developing signage and interpretation; and encouraging iconic festivals and events.

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Support nature based embellishment that Attract the target Number of Varies based on Medium term Council -numerous 01 enables visitor experiences. Examples audiences of nature initiatives scope of works r sections of council may include cycle trails and shared paths, lovers, health and implemented Private investment viewing platforms, water based play wellness, experiential equipment, etc. travellers

INV Ensure a playground of regional Attract the family Initiative Varies based on Short term Partial Council – Civil 02 significance is delivered customer segment to implemented scope of works Services the destination

58 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Key entry points into the Shire i.e. West Interpret the story Number of Labour and material Medium term Council - Partial 03 Ballina, Tamarind Drive and Wardell from for visitors so they initiatives costs to be scoped numerous sections Boundary Creek, require beautification via connect with and undertaken of council landscaping treatment that fits with the appreciate the place. Tourist Attraction character and values of our place High profile entry and Signposting points should promote Assessment a positive image for Committee the destination INV Investigate low impact sustainable Encourage dispersal Investigations External Medium term Local industry 04 transport options for dispersal to visitor and improve the completed q operators points of interest liveability of the shire

INV Encourage sustainable forms of movement Parking is becoming Number of To be scoped Short term Council - 05 e.g. vehicle sharing and other forms of limited and a detractor Initiatives r numerous sections sustainable transport such as cycling, for visitors to enter a completed of council walking, or park and walk. local business. NSW Government Link natural sites of interest such as Tosha Improve the Falls to town centres via paths and trails to engagement space increase sustainable modes of transport within the public domain and reduce negative impacts of traffic

BALLINA BALLINA COAST COAST & &HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 5959 KEY PRIORITY THREE CONT.

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Ensure the Ballina Byron Gateway Airport Attract target Guest satisfaction Varies based on Medium term Partial Council - 06 keeps pace with passenger needs audience ≥ 90% satisfied scope numerous sections consistent with an airport of regional Ensure the Ballina of council significance Byron Gateway Airport is current, appealing and offers convenience especially when travellers have many options INV Record visitor requests for tourism Identify tourism Daily recording of Time from existing Short term a Council - Tourism 07 products/services that are unable to be product gaps requests resources meet within the Northern Rivers (tourism with demand and product gaps). communicate these Feed these product gap insights to key with stakeholders stakeholders INV Develop a detailed venue audit of Attract investment Audit Time from existing Short term a Council - Tourism 08 conference facilities and services to from the business documentation resources support the evolution from a tier three events sector. Grow prepared and to tier two bespoke business events Business Conference ≥90% of annual destination Destination to a audits completed Tier Two Boutique Business Conference Destination

60 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Facilitate public art installations that Encourage existing Percentage of Developer Short term a Council – Public 09 fit with community values and provide visitors to provide sites installed contributions Art Panel for word of mouth and social media referrals to visit the promotional opportunities destination as word of mouth is the most effective means of promotion INV Assist with the implementation of tourism Actions have been Percentage Time from existing Short term a Council - Tourism 10 actions identified in Ballina Shire Council identified as a of Initiatives resources local place based Strategic Plans. priority to serve the completed community of today while preparing for the future INV Conduct an annual product audit to: Identity major Number of town Time from existing Short term a Council – Tourism 11 • Identify and support the development of themes and gaps; centres audited resources export ready products communicate these aim for over 90% with key stakeholders of annual audits • Determine needs/gaps to be completed • Record of the percentage of empty shop Increase the fronts in each town centre number of experiences working with Online Travel Agencies and increase all online bookable products to ≥200 experiences by June 2024 BALLINA BALLINA COAST COAST & &HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 6161 KEY PRIORITY THREE CONT.

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Implement a monitoring tool for measuring Improve the liveability Scores ≥ 75 Monitoring tool to be Medium term Council - Tourism 12 the walkability scores for towns within the of the shire scoped and costed r Ballina Coast and Hinterland. INV Advocate for investment to enable peoples Facilitate the stories Discussions Meeting time Medium term q Jali Land Council 13 connection with bush and native foods of cultural diversity ≥3 per annum. Bunjum Aboriginal from local Indigenous communities as for our Indigenous Letters of Corporation a visitor experience also including to be populations to support provided NSW Government showcased on regional menus encourage the upkeep for funding of local culture applications INV Encourage growth of experiences in Entice visitors whose Number of External Medium term Local visitor 14 the areas of: values align to that of projects identified q economy • Health and wellness the community and businesses our natural product • Nature and outdoors offerings • Wet weather activities • Indigenous cultural experiences • Family experiences • Accessible tourism • Business events • Agri-tourism • Festivals and events INV Renew accommodation product offering to Local stakeholders Number of External Medium term Local 15 align with accessing new audiences such noted the range projects identified q accommodation as the accessibility segment, business and quality of providers events, families, other niche markets or accommodation was a sustainability elements. barrier to progressing the visitor economy 62 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Consider opportunities for commercial, Meeting time Increase Investigation Based on scope Medium term Council – Planning 16 internationally rated accommodation and the number of completed r and Environmental meeting space in the Southern Cross passengers using the Health Division expansion or other suitable sites Ballina Byron Gateway Airport Provide a large scale venue for business events INV Encourage the development of an ‘Hero’ experiences Have a lead Communications Medium term Local visitor 17 iconic hero visitor experience; and also are world class, iconic iconic asset to time from existing r economy iconic festivals and events aligned with and unique. They have market resources. operators community values by continuing to provide high brand awareness Festival and Event Council - Tourism the Festival and Grants fund themselves, and also Sponsorship define the character of Program approx. the area $120,000 per annum INV Improve links from Ballina Byron Encourage visitor Number of External Medium term NSW Government 18 Gateway Airport to nature based tourism dispersal and raise transport options q – Transport for experiences and National Parks the natural profile of NSW the Ballina Coast and Hinterland INV Facilitate a group buying scheme for local Attract visitors and Meeting held External Medium term Business 19 businesses to offer free Wi-Fi. The login encourage dispersal with relevant q Chambers page could encourage people to use stakeholders services of local businesses INV Develop a visual tool kit aimed at primary Enable visitor Tool kit Approx. 70 hours Medium term a Council –Tourism 20 producers to facilitate agri-tourism product experiences on developed tool kit development with support from development permissible land and distribution Planning and Environ-mental Health Division BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 6363 KEY PRIORITY THREE CONT.

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Facilitate connectivity across the Southern Enable visitation and Visitor Services Varies based on Long term Council – Planning 21 Cross precinct expansion to: diversification of consulted scope r and Environ- • Enable visitation and diversification income streams Percentage of mental Health of industry contributing to the Gross stores accessible Division Regional Product (GRP) via path • Encourage members of the public to walk/ride • Create an itinerary including visiting local stores INV Plan for the provision of electric vehicle Be resilient to change Two exist as at External Long term Local operators 22 charging stations 2020. Number of r new sites INV Investigate the option for sustainable Improve public Investigation To be scoped Long term Council -numerous 23 transport with the North Creek Bridge and transport network completed q sections of council road extension between Ballina and Byron INV Seek investment for developing and Create a sustainable Number of External Long term Council to 24 maintaining visitor assets and private visitor economy that initiatives r advocate investment into lifestyle infrastructure improves the liveability implemented of the Ballina Coast and Hinterland INV Encourage digital connectivity to enhance Regional based Percentage of External Medium term Council to 25 economic opportunities and the liveability businesses can visitor economy q advocate of the shire compete with city businesses operators. Be satisfied considered for and host business events

64 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

Ref Action Rationale Benefits Estimated Implementation Funded Lead No. Measures and resources / costs Timeframe Responsibility Targets INV Advocate to Transport for NSW for an Improve the public Study undertaken External Medium term Council to 26 improved transport network by: transport network and number q advocate to NSW • Completing a transport movement study and facilitate visitor of initiatives Government and implement actions dispersal to increase implemented their length of stay in • Providing public transport options NSW between Ballina Byron Gateway Airport and visitor experiences such as National Parks, Rail Trail, etc. • Implementing public transport options using innovative technology • Enabling travel from transport hubs in cities, etc. to the Ballina Coast and Hinterland • Improved ticketing, contactless payment, effective timetabling and access to information • Regional packaging of travel experiences and customer journeys with a presence on digital platforms and ticketing offices • Training for city based booking staff to experience our regional network • Enabling bike carriage

BALLINA BALLINA COAST COAST & & HINTERLAND HINTERLAND DESTINATION DESTINATION MANAGEMENT MANAGEMENT PLAN PLAN 6565 BALLINA SHIRE ECONOMIC DEVELOPMENT STRATEGY DESTINATION REQUIREMENTS

HUMAN RESOURCES

Ballina Shire Council employs a visitor services team who operate the Ballina Visitor Information Centre seven days per week and also have responsibility for implementing some of the actions within the destination management plan. Specifically staff include:

Team Leader Visitor Services (35 hours per week) Part Time Visitor Services Officers (67 hours per week)

The above staffing levels are not sufficient to assume full responsibility to carry forward each and every action listed in this DMP. Voluntary and in-kind support from stakeholders, state government and community interest groups needs to be coordinated to carry the destinations tourism agenda forward. The extent to which actions and activities are carried forward will likely be a function of (a) the willingness of key agencies to work together and (b) the financial resources available to fund specific actions. Actions marked with an q are aspirational and will be completed if grant funding or other sources of funds is forthcoming.

FINANCIAL RESOURCES

The actions within the Aim and Priority Areas section of this DMP are either funded by Council, recommended to be funded by an external party or are aspirational and waiting for grant funds or in kind support to initiate. The table below details the cost of the program for the funded actions. As the scope of works for unfunded actions can be significantly varied, each of the actions marked unfunded is best to be scoped as the opportunity to implement arises however some unfunded actions have an indicative cost attached to them.

The Destination Development fund has some funds which have flexibility as to their use and can be used to fund actions within this plan. The funds shown below is the amount that can be spent with discretion to achieve delivery program actions, note well all other funds are committed.

The Festival and Events Sponsorship Program is spent according to the policy including an application process for accessing funds.

FINANCIAL PLAN TO SUPPORT THE ACTIONS OF THE 2021 – 2030 BALLINA COAST AND HINTERLAND DESTINATION MANAGEMENT PLAN

FUNDED ACTIONS FUNDING AVAILABLE FROM DESTINATION WITHIN FESTIVAL IMPLEMENTATION TIMEFRAME DEVELOPMENT AND EVENTS BUDGET BUDGET

Short term 2020-2024 (Four financial years) $43, 900 $480, 000

Medium term 2024-2027 (Three financial years) $92,500 $360, 000

Long term 2027-2030 (Three financial years) $44, 300 $360,000

66 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 67 BALLINA COAST& HINTERLAND DESTINATION MANAGEMENT PLAN 2021-2030

IDENTIFIED SOURCES OF REVENUE

REVENUE STREAM PROGRAMS

Council allocation of approximately $70,000 to visitor economy projects, Ballina Shire Council funds the visitor information centre. The festival and event support program is approx. $120,000 per annum

Tourism industry operators pay to participate in tactical marketing Cooperative revenue for marketing campaigns; Feature in the: BBG Airport brochure stand, destination campaigns website (discoverballina.com.au), visitor guide, etc.

Destination NSW Apply for contestable funding

NSW Government Apply for contestable funding

Federal Funding Apply for contestable funding

66 BALLINA COAST & HINTERLAND DESTINATION MANAGEMENT PLAN 67 DESTINATION REQUIREMENTS CONT.

KEY RISKS RISKS TO THE BALLINA COAST AND HINTERLAND VISITOR ECONOMY

RISK LIKELIHOOD IMPACT STRATEGY Climate change related Highly likely Medium Already have some documents in place to plan for sea weather events – flooding, level rise, incl. NSW Government Climate Change Policy sea level rise, biodiversity NSW Sea Level Rise Policy 2009 loss • NSW Coastal Planning Guideline: • Adapting to Sea Level Rise 2010 • Formal State directives – e.g. Section 117 Ministerial Directions, State Environmental Planning Policies, Regional Strategies and the Standard Instrument Local Environmental Plan (SILEP) Local Planning Strategies • Ballina LEP 2012 • Ballina Shire DCP 2012 • Climate Action Strategy Environmental hazards – Likely Medium Develop an emergency management plan for tourism e.g. bush fires, pollution, industry that sits within council’s Business Continuity coastal erosion, storms Planning framework Land use conflict – Neutral Low Recognised council procedures and protocols. zoning, development, etc. Whole of council approach to strategic planning Economic downturn due Highly likely High Target domestic visitors. to health related matters Advocate for the upskilling of industry to offer digital experiences and be highly visible online Budget cuts to Neutral Medium A limited budget is currently available for tourism government funding for activities. Further cuts to this budget would result in tourism-related programs strategic actions within this DMP not being carried out. High Australian dollar Likely Low Ensure our domestic demand remains strong by focusing resulting in less demand on being a value for money family destination, with both paid and free attractions and activities. Lack of niche / market- Unlikely Medium Annual review and evaluate marketing and promotion oriented advertising and actions and activities promotion Digital disruption Highly likely Medium Keep abreast of technology developments and the share economy using assets to support the visitor economy where permissible

Strong / growing Highly likely High Focus on developing and promoting unique regional competition assets and engaging in clear marketing activities which highlight the region’s attractiveness as a destination in its own right, targeted at a number of key markets (e.g. families). Lack of tourism product / Neutral Medium Stay in tune with current market needs and wants & Insufficient infrastructure continue to invest in tourism-related infrastructure.

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During Council’s quarterly reporting process, progressing actions within this DMP will reported on. A review of all actions will occur every three years.

REFERENCES

AEC Group. (2013). Regional Business Events Economic Assessment from The NSW Regional Conference Strategy & Action Plan 2017 – 2021. Retrieved from https://www.meetinnsw.com.au/sites/default/files/2019-04/The-nsw- regional-conference-strategy-and-action-plan.pdf

Ballina Shire Council. (2019) Annual Report 2018-2019. Retrieved from https://ballina.nsw.gov.au/files/Annual- Report-2018_2019-resized.pdf

Farm Online Weather. (2020, 27 May). Retrieved from http://www.farmonlineweather.com.au/climate/station. jsp?lt=site&lc=58198

National Economics (NIEIR) Modelled Series Economic Profile ID. (2020, 14 May). Retrieved from Ballina Shire Council website https://economy.id.com.au/ballina/tourism-value

Tourism Research Australia. (June 2015 - July 2018). Local Government Area Profiles 2018. Retrieved from https:// www.tra.gov.au/Regional/local-government-area-profiles

Tourism Research Australia (TRA). (2018) Accessible Tourism in Australia and Queensland. Retrieved from https:// www.tra.gov.au/data-and-research

von der Heidt, T., Muschter, S., Caldicott, R., Che, D. & Corlis, P., (2020, 6 January). 2019 Study of resident perceptions of short-term holiday letting (STHL) in North Coast NSW council areas: Ballina Shire. Retrieved from https://www.discoverballina.com.au/visit/corporate/industry-publications/908-sthlresults

Tourism Research Australia Source Data has been taken from the National Visitor Survey (NVS) and the International Visitor Survey (IVS). These are surveys by the Commonwealth and State Governments and administered by Tourism Research Australia under the guidance of the Australian Standing Committee on Tourism (ASCOT).

The NVS is a major survey of domestic travel by Australians, with an annual sample size of 120,000 (since 2004).

The IVS represents the most comprehensive source of information on international visitors to Australia (since 2004), with an annual sample size of 40,000. Both are recognised as Australia’s official sources of tourism data.

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PRODUCT AUDIT SEPTEMBER 2019

Please note while there were 562 visitor economy operators recorded in the Tourism Research Australia 2018 Ballina LGA Profile, the 351 operators listed below do not include takeaway stores, farm gate stalls or accommodation properties without council consent. The list does however include churches, supermarkets, galleries and other infrastructure which is not considered a visitor economy operator however are important for recognising gaps in the visitor service needs

ACCOMMODATION WITH OPERATIONAL CONSENT

ALSTONVILLE BALLINA LENNOX HEAD

Serviced Apartments 0 6 4

Un-serviced Apartments 3 20 9

Resort 0 1 1

Hotel / Motel 3 21 2

Caravan camping & Cabins 0 11 2

B&B’s Guesthouse & Farm stays 4 5 0

Backpacker Hostels 0 0 0

Total 10 64 18 TOTAL ACCOMMODATION UNITS IN BALLINA SHIRE 93

CULTURAL ATTRACTIONS

ALSTONVILLE BALLINA LENNOX HEAD

Community Market 2 3 2

Gallery / Studio 9 7 1

Total 11 10 3 TOTAL ATTRACTIONS IN BALLINA SHIRE 24

ACTIVITY OPERATORS AND TOURS

ALSTONVILLE BALLINA LENNOX HEAD

Air Activities 0 7 1

Aboriginal Tours 0 1 0

Boat Hire 0 2 0

Bus Tours 0 1 0

Fishing 0 2 0

Horse Riding 1 2 0

River Cruises 0 1 0

Surfing 0 1 1

Family 6 8 2

Biking 0 1 0

Total 7 26 4

TOTAL ACTIVITIES AND TOURS IN BALLINA SHIRE 37

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COMMUNITY INFRASTRUCTURE, TRANSPORT AND SERVICES

ALSTONVILLE BALLINA LENNOX HEAD

Church/Worship Centre 5 8 3

Dump Point 1 7 1

Fuel Station 2 4 1

Vehicle Hire 0 6 0

Major Bank 3 10 1

Transport

Air 0 1 0

Bus 0 2 0

Taxi 0 1 0

Visitor Information Centre 0 1 0

Supermarkets 2 7 1

Total 13 47 7

TOTAL INFRASTRUCTURE AND TRANSPORT SERVICES IN BALLINA SHIRE 67

CONFERENCE AND MEETING VENUES

ALSTONVILLE BALLINA LENNOX HEAD

Church / Camp 0 0 2

Sports Clubs 0 4 0

Conference Centre/Space 1 3 1

Hotel/Motel 1 3 0

Resort 0 5 0 Restaurant 1 3 1

Society/Association Hall 0 1 0

Total 3 19 4 TOTAL VENUES IN BALLINA SHIRE 26

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FESTIVALS AND SPECIAL EVENTS

ALSTONVILLE BALLINA LENNOX HEAD

Agricultural 1 0 0

Art / Craft 1 4 0

Boat 0 1 0

Community 1 0 2

Film 0 1 0

Food/Wine 0 1 0

Fun Run/Walk 1 3 0

Music 0 10 0

Sport - Land 0 3 0

Sport - Water 0 3 2

Total 4 26 4

TOTAL FESTIVALS AND SPECIAL EVENTS IN BALLINA SHIRE 34

RETAIL / FOOD AND BEVERAGE

ALSTONVILLE BALLINA LENNOX HEAD

Liquor Store 2 9 3

Café / Restaurant 4 27 7

Family Restaurant 3 6 1

Total 9 51 11 TOTAL RETAIL, FOOD AND BEVERAGE IN BALLINA SHIRE 71

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1. Which sector of the visitor economy do you operate within? 8. What actions should be undertaken to grow Ballina • Accommodation Shire’s visitor economy? • Food/Drink • Tours/Activities 9. What should be done to increase the length of time • Attractions visitors stay in the Ballina region? • Festival and Events 10. What trends have you noticed influencing the • Transport Services visitor economy and what does this mean for • Support Services tourism in the next 10 years? To assist you with • Venue your response some macro influences include • Other shorter breaks, currency exchange, community 2. How would you describe the Ballina region to acceptance of tourism, securing investment, the friends who have never visited? share economy, digital disruption, aviation trends, working holiday visa status, immigration status, 3. What experiences would you recommend to climate change, Indigenous participation in service visitors in the region as a “must do”? delivery. 4. What attributes (natural, man-made or intangible) 11. What might be done to strengthen the Ballina add to or detract from the appeal of the Coast and Hinterland’s branding and market destination? position? 4a) Add? 4b) Detract? 12. What do we need to attract business events organisers/delegates to the destination? 5. Where would you like to see your business in the future (what are your business development 13. What are the opportunities for experiences in the priorities)? region? 5a) for the next five years? 14. What transport and access gaps exist to developing the Ballina Coast and Hinterland visitor 5b) for the next 10 years?. economy? 6. In your opinion, what built assets are needed to grow the Ballina Shire visitor market? For example a public transport interchange, expanded Airport, conference venue. List all that apply. 7. Who are your key source markets and consumer segments that you wish to be targeting? Think about psychographics as well as demographics. For example you may wish to be targeting business events and their delegates. They may fly from their home in Sydney for a conference and be here for the purpose of business, with an experience seeking mindset. You may wish to refer to Destination NSWs market segments https:// www.destinationnsw.com.au/tourism/facts-and- figures/market-segments 7a) Where does your ideal visitors originate from? 7b) Typically how do they get here? 7c) What is the purpose for their travel? 7d) What else can you tell us about them?

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Ballina Shire Council 40 Cherry Street Ballina NSW 2478 p: 1300 864 444 | e: [email protected] ballina.nsw.gov.au

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